Rear View Reflections

The new school year always ushers in waves of new students and teachers, but June 30 — the end of the fiscal year for most independent schools — is prime time for change in the business office. Whether retiring or switching careers, dozens of highly experienced business officers again left their jobs this summer, taking with them the perspective and knowledge that only hands-on experience can bring. It’s with pleasure and gratitude that we share insights from recently “graduated” business officers including Libby Foster (14 years in independent schools), Paul Ibsen (24 years), Rahel Rosner (14 years), Bill Silver (13 years) and Barbara Spurlin (13 years).

What do you wish some of your colleagues had told you in your first month on the job?

"Culture matters. Probably the most important skill that a business officer can leverage in the early months is the ability to read and learn the culture of the institution." "Probably the second most essential skill is for any business officer to listen, understand different perspectives, circle back around and only then take action. Remember: Ready — readier — readiest — aim — aim again — and only then fire." —Rahel Rosner Vice president of finance and administration at Washington College, Chestertown, Maryland Most recently: Director of finance and operations at Georgetown Day School, Washington, D.C.
“The position would become the job I was born to do. You might be hired because you are a C.P.A., but the work burrows into your heart.” —Libby Foster, retired June 30 Most recently: Director of finance and operations at Manzano Day School, Albuquerque, New Mexico
“How truly stressful the business office can be, but also how rewarding.” —Barb Spurlin, retires September 30 Most recently: Director of finance and operations at Madison Country Day School, Waunakee, Wisconsin
“My arrival at Pace Academy in Atlanta in March 1992 was my third career. I was beyond clueless. I quickly learned that other business officers were there to help me. It’s where I learned that, unlike my prior career in the for-profit world, there is a real partnership with colleagues at schools everywhere.” —  Paul Ibsen, Retired (for the second time) June 30 Most recently: Assistant head of school for finance and management at Providence Day School, Charlotte, North Carolina
“The best part of the job is that you are doing it for a greater purpose than any corporate job you might have had. You are part of a process of changing lives for the better; never lose sight of that. One way I reminded myself of that was to be in front of the school almost every morning during drop-off to help greet the kids as well as police the drivers and make sure the buses were on time. From that viewpoint, I literally watched kids grow up during their seven years at the school. It was wonderful. It is the thing I will miss most in retirement — seeing the kids every day.” —Bill Silver, retired June 30 Most recently: Chief financial officer at Menlo School, Atherton, California

As your job evolved, what surprises emerged that weren’t mentioned during the hiring process?

“The breadth of the job. Finance, facilities, HR, food service, transportation, etc. Although challenging, the variety is what I enjoyed. Over time, I learned there was also risk management, ever increasing commitment to security, investment responsibilities, board relationships, collections, purchasing, and on and on.”

—Ibsen

“The CFO and business office staff might be the only people at the school with significant business experience outside the education industry. That is an enormously valuable asset to the head of school and other school administrators. I found I often had a unique perspective because of my experience that helped when addressing issues, especially those common to all businesses, not just schools. The job became much more than advertised in so many ways, and that made it much more satisfying.”

—Silver

“At my last two schools, I found myself mentoring nine distinctly different functions while trying to focus as well on what I love: being the CFO. My role grew with the increasing complexities of our financial and legal world and the reach of technology. The business officer is now the CFO and COO, two distinct positions in the corporate world.”

—Anonymous, 24 years in independent schools

“This job was filled with opportunities to do things I'd never imagined. I have devised a lockdown plan. I have been the project manager on construction projects. I have been the liaison to the quirky contractor who preserved the school's 100-year-old cabin in the mountains. I begged to not manage the lunch program, but was given the responsibility for the lunch program. I now know more than I ever wanted about school buses.”

—Foster

“We doubled our enrollment since I started. I went through two construction projects, coordinated transportation, worked the front desk, head search, etc. It was never boring.”

—Spurlin

What advice would you pass on to current and rising business officers? To “your younger self”?

“Get connected! Don’t put that off. Meet your colleagues from other schools in your city, state, region and nationally. They are sources of knowledge and experience. There are very few truly ‘new’ problems or questions. The road has been paved by those that have been driving for years. Learn from them.”

—Ibsen

“First, you are always setting an example, even when you don’t mean to. Other administrators are watching you. Teachers are observing your behavior. Most importantly, kids are watching. Second, speak up. Let your head of school and your administrative colleagues know what you think. It’s your responsibility. You have a unique perspective to offer. If they choose a different path, it’s not personal. Get over it.”

—Foster

“Take your vacation; you need downtime. The work will wait.”

—Spurlin

“A common truism is the CFO looks forward, the controller looks backward, the bookkeeper looks down. I would add that an effective COO must have a circumferential view. You can never close your eyes. The independent school business model that combines the CFO and COO roles requires appropriate allocation of resources to the acquisition of talent in the roles the business officer manages. That’s a challenge for cash-strapped schools desiring expansion of academic services.”

—Anonymous

What advice would you pass on to other leaders at independent schools?

“Do not be insular. Seek the counsel and guidance of other schools beyond the independent school market, understand where your students are coming from and what you are preparing them to do next, understand the market forces and the alternatives that parents may consider as they select your school as the compass for their child.”

—Rosner

“Understand the value an excellent business officer can bring to your school. Fully engage them in your work and let them help you by encouraging them to bring all their experience to bear. They are more than green-eyeshade number crunchers, or should be.”

—Silver

“Get out of your office! Learn what’s going on around you. In the classroom. At the ballgame. At the school play. Chaperone a school trip (even just a day trip).

“I would often tell my administrative colleagues how much I admired the work they do and that I was glad they did it. I told them I wasn’t really gunning for their jobs — their jobs are too hard! We all bring different skills and perspectives to the table, and together we are a winning team.

“A quote I kept at my desk, attributed to E. F. Schumacher: ‘Any intelligent fool can make things bigger, more complex and more violent. It takes a touch of genius — and a lot of courage to move in the opposite direction.’"

—Foster

“I served under six different heads of school. My recommendation to school leaders is to have, in addition to the business officer, a strong controller as well as a facilities director capable of overseeing operations. In that way, the business officer will have the time and attention to be the complement the CEO needs.”

—Anonymous