Dashboard
Board Overview
Key metrics across all program areas · Quarterly review
Executive Summary
MISBO continues to demonstrate strong organizational health entering Q4 2024. Membership retention remains above its 4-year average, the purchasing consortium has delivered record school savings well above trend, and the retirement plan has surpassed $1B in total assets. Professional development engagement is up year-over-year. Dashed lines on all charts indicate the 4-year average for easy reference.
Membership
400
Active member schools
▲ vs. 390 prior yr · avg 373
Finances
$2.4M
Total revenue YTD
▲ vs. $2.2M prior yr · avg $2.1M
Consortium
$3.1M
School savings YTD
▲ vs. $2.85M prior yr · avg $2.4M
Prof. Dev
1,840
Total event attendees
▲ vs. 1,440 prior yr · avg 1,310
Retirement
$1.1B
Total AUM
▲ vs. $980M prior yr · avg $843M
5-Year Membership Trend
Members4-yr avg (373)
Revenue by Stream
DuesConsortiumEventsSponsorships
Click any tile above to navigate · Dashed lines = 4-year average benchmark
Membership
Active schools, new members, renewals, and retention trends
Total Active Members
400
Member schools
Prior yr: 390
4-yr avg: 373
New Members
34
Joined this year
Prior yr: 24
4-yr avg: 24
Renewals
366
Renewed this cycle
Prior yr: 366
4-yr avg: 349
Lapsed / At-Risk
18
Retention flag
Prior yr: 24
4-yr avg: 23
Retention Rate
95%
Current year
Prior yr: 93%
4-yr avg: 93%
5-Year Membership Trend
Members4-yr avg (373)
New Members vs. Renewals
RenewalsNew MembersTotal avg (373)
Finances
Revenue, expenses, net margin, and budget vs. actual
Total Revenue
$2.4M
YTD 2024
Prior yr: $2.2M
4-yr avg: $2.1M
Total Expenses
$2.1M
YTD 2024
Prior yr: $2.0M
4-yr avg: $1.9M
Net Revenue
$290K
YTD 2024
Prior yr: $220K
4-yr avg: $195K
Net Margin
12%
vs. 10% budgeted
Prior yr: 10%
4-yr avg: 9%
Budget Variance
+$48K
Favorable
Prior yr: +$31K
4-yr avg: +$22K
Revenue by Stream
DuesConsortiumEventsSponsorships
Budget vs. Actual by Stream
ActualBudget4-yr avg revenue
Purchasing Consortium
Participating schools, total savings, and vendor program activity
Participating Schools
287
72% of members
Prior yr: 268
4-yr avg: 252
Total School Savings
$3.1M
YTD 2024
Prior yr: $2.85M
4-yr avg: $2.4M
Avg. Savings / School
$10.8K
Per participating school
Prior yr: $10.6K
4-yr avg: $9.8K
Active Contracts
42
Vendor programs
Prior yr: 38
4-yr avg: 35
Total School Savings — 5-Year Trend
Savings4-yr avg ($2.4M)
Savings by Category (YTD)
Professional Development & Listservs
Events, attendance, listserv activity, and subscriber counts
Listserv Subscribers
3,240
Individual subscribers
Prior yr: 2,980
4-yr avg: 2,710
Schools on Listservs
318
80% of members
Prior yr: 298
4-yr avg: 278
Total Events
48
YTD 2024
Prior yr: 44
4-yr avg: 40
Total Attendees
1,840
Across all events
Prior yr: 1,440
4-yr avg: 1,310
Avg. Attendance
38
Per event
Prior yr: 33
4-yr avg: 33
Event Attendance by Type
AnnualWebinarsRoundtablesTotal avg (1,310)
Listserv Post Activity (Monthly 2024)
PostsMonthly avg (261)
Retirement Plan (MEP)
The Independent School Group Retirement Plan · Sponsored by MISBO
THE INDEPENDENT SCHOOL
GROUP RETIREMENT PLAN
403(b) Multiple Employer Plan · Sponsored by MISBO
Primary Recordkeeper: Transamerica · Additional: TIAA & others
Primary Recordkeeper: Transamerica · Additional: TIAA & others
Adopter Schools
60
Participating orgs
Prior yr: 56
4-yr avg: 50
Total Participants
6,500
Individual members
Prior yr: 6,100
4-yr avg: 5,650
Assets (Transamerica)
$750M
Primary recordkeeper
Prior yr: $665M
4-yr avg: $596M
Assets (TIAA + Other)
$350M
Legacy recordkeepers
Prior yr: $315M
4-yr avg: $285M
Total AUM
$1.1B
All recordkeepers
Prior yr: $980M
4-yr avg: $843M
Total AUM — 5-Year Trend ($M)
AUM4-yr avg ($843M)
Assets by Recordkeeper
Transamerica $750M (68%)TIAA + Other $350M (32%)
Avg. assets / school
$18.3M
Prior yr: $17.5M
Avg. assets / participant
$169K
Prior yr: $161K
Plan of Work
2026–2027 Proposed Priorities · Five strategic themes guiding the year ahead — each builds directly on 2025–26 progress. Click a theme to expand.
1
Leadership & Governance Evolution
Strengthen board capacity, leadership continuity, and strategic governance systems that support MISBO's long-term evolution and impact.
Collapse ▴
2025–26 Recap
MISBO completed succession and transition planning, executed its strategic plan and rebrand, expanded board diversity across geography and school size, and produced an initial dynamic dashboard prototype now moving toward live-data implementation. The EIS committee model was also refined for future leadership transitions.
2026–27 Priorities
Continue strengthening board diversity across geography, school size, professional expertise, and lived experience
Consider assigning an EIS subgroup to develop a formal board recruitment and cultivation framework aligned with identified board needs and future leadership priorities
Continue institutionalizing special services, processes, and organizational knowledge while expanding staff cross-training to support continuity and scalability
Complete implementation of the first live-data board dashboard and continue refining reporting metrics and visualization tools over time
2
Strategic Growth & Membership Development
Explore intentional and sustainable approaches to membership growth, geographic expansion, and deeper organizational engagement.
Expand ▾
2025–26 Recap
This year surfaced important strategic questions around intentional growth, geographic expansion, and aligning membership development with MISBO's relational culture. Growth opportunities were identified in Memphis, Texas, Maryland, and other established states, and conversations began around how members and the board can support outreach — though implementation remains in early stages.
2026–27 Priorities
Identify and prioritize a small number of high-potential geographic growth opportunities for targeted membership outreach
Develop a clearer framework for intentional membership growth, including target school profiles, geographic priorities, and measurable objectives
Explore practical ways current members and board members can support membership outreach, advocacy, and retention efforts
Develop focused outreach messaging, tools, and engagement strategies aligned with identified growth priorities
3
Member Value & Support
Expand practical resources, operational support, and professional learning opportunities that help schools navigate complexity and change.
Expand ▾
2025–26 Recap
MISBO expanded member value through compensation studies, AI and finance programming, new HR and CFO retreats, expanded credentialing (SHRM, HRCI), a CFO hiring guide, and a transition-planning resource co-developed with PAISBOA. Member Journey Mapping began but remains early-stage, and MISBO Unboxed grew but will likely sunset as communications strategy evolves.
2026–27 Priorities
Continue expanding practical operational resources, research, and professional learning opportunities that address emerging school challenges
Continue supporting schools navigating workforce, enrollment, financial, and operational uncertainty through benchmarking, dialogue, and targeted programming
Further develop member journey mapping and member lifecycle engagement strategies
Continue expanding operational leadership retreats, thought leadership resources, and targeted learning opportunities related to AI, finance, and emerging operational challenges
4
Innovation & Learning Platforms
Build scalable digital learning, communication, and resource platforms that strengthen member access, engagement, and operational effectiveness.
Expand ▾
2025–26 Recap
MISBO launched the LMS as its primary platform for credentialing and certificate delivery, fully built an AI course now in beta, expanded Tizra integration with the purchasing consortium, and continued refining newsletter and communications timing — while recognizing broader communications strategy and platform-integration questions remain open.
2026–27 Priorities
Continue expanding Tizra as a centralized operational resource hub with curated collections and member-generated content
Continue developing asynchronous learning, credentialing, governance, and AI-focused programming within the LMS
Evaluate long-term integration, alignment, and user experience across the LMS, Tizra, listservs, and related member communication platforms
Continue refining communication and content delivery strategies, recognizing broader communications strategy work may be deferred until capacity allows
5
Organizational Capability & Internal Alignment
Strengthen internal collaboration, operational resilience, and organizational alignment to better support staff effectiveness and member impact.
Expand ▾
2025–26 Recap
MISBO expanded cross-training across departments, deepened organizational adoption of Asana to break down silos, embedded strategic priorities into staff workflows, successfully onboarded three new employees through a relationship-centered process, and invested in workplace culture and communication.
2026–27 Priorities
Continue expanding cross-training, operational continuity planning, and distribution of institutional knowledge across departments
Continue deepening organizational use of Asana to strengthen collaboration, transparency, project ownership, and strategic alignment
Finalize and implement a sustainable dashboard and strategic reporting process tied to board meetings and organizational priorities
Continue strengthening organizational culture through intentional conversations around values, communication, member impact, and workplace satisfaction
Continue refining onboarding, role clarity, and internal operational systems to support staff effectiveness and organizational sustainability