Administrative

Here you'll find information on the administrative side of running a private school. We'll cover strategic plan development, state regulations, human resources and school safety. Learn more about the obstacles of taking over a struggling school, get tips on hiring a headmaster, and receive expert advice on dealing with bad press.
View the most popular articles in Administrative:
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Dealing with Bad Press
Nobody likes bad press. Not the head of school. Not the parents. Not the teachers and staff.
"Popular teacher murdered"
"Accusations of sex abuse at prestigious private school"
"Lavish expenditures on headmaster's house renovations"
 
I am not making these up. These are examples of incidents which have actually taken place at private schools. In the course of running any business things happen which can generate negative and unwanted publicity. A private school is a business. How you handle a crisis will have a huge impact on the future of your school.
 
It's a head of school's worst nightmare to read a story about something which happened at his school.
 
It's a parent's worst nightmare to read a story about something which happened in the school her children are attending.
 
It's a teacher's worst nightmare to be in the midst of the maelstrom which is the evolving story with all its investigations.
 
The Head of School
 
21st century heads of school know that they cannot simply circle the wagons and deny the existence of the story. A couple of decades ago when social media such as Facebook, Twitter, YouTube email and blogs did not exist, the fortress mentality was how many heads handled tough situations. You expelled a few students, fired some staff and hopefully the matter was put to rest permanently. Not any more. Unfortunately smartphones flash photos, comments and opinions around the world in seconds. Your story better deal with all those reports. Effectively. Professionally.
 
Now when bad press appears, it takes on a life of its own. It is bad enough to see a column or two in a respected national journal such
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Preventing Cyberbullying
Bullying has gone electronic. It's called cyberbullying and it is rampant.
Bullying has been part of our lives since time began. Bullying goes by different names and takes several different forms. But whether you call it intimidation or threatening, whether you do it verbally or simply with your body language, bullying is upsetting and unnerving behavior. Fortunately it is completely unacceptable in most private schools.

So, where does cyberbullying fit in? Cyberbullying or bullying done electronically is extremely difficult for adults to detect. The reason why is that cyberbullying lurks in the virtual shadows created by Facebook and cellphones. Unless you are a fan of somebody and can monitor their Facebook account or have access to their cellphone, you cannot definitively prove that cyberbullying is actually happening.

The Forms of Cyberbullying

Sexting
Sexting is the texting of sexually explicit messages or transmitting sexually explicit photos via cellphone. The problem with all these electronic forms of bullying is that once they are transmitted they are archived on a server or servers somewhere in cyberspace. Put another way, if you send a nude photograph of yourself to a lover via your cellphone, how do you know that it hasn't been forwarded to somebody else. What if you have a fight with that lover and he decides to take revenge. Well, it's not a pretty picture.

Teens, and girls in particular, seem to be more susceptible to this form of bullying. That's because they take cellphones and other forms of electronic communication for granted. Many girls feel that sexting
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Developing A Strategic Plan
Developing a strategic plan is an exercise your school will probably undergo once a decade or so. Read what Alan Kennedy has to say on the subject.
Your worst nightmare is unfolding. The Board has asked you, as Head, to prepare a strategic plan for the school. Before you even start, consider these three tips.

1. Conduct a Rigorous Situation Assessment
A plan is only as good as the facts on which it is based. For this reason, a situation assessment is essential to support informed decision making in strategic planning. A situation assessment addresses three major topics.

Know the Board's Appetite for Change
Be sure to scope the Board's appetite for change. After all, the Board will ultimately be asked to approve the strategic plan and the allocation of resources to support its implementation. If the Board doesn't buy into your plan, then the strategic planning process could come to an inglorious end, when presented to that very same unsuspecting Board by the soon-to-be ex-Head. With the Board on your side, at least you can do some proper advance preparing and lobbying on issues you know the Board finds difficult to accept.

Document the Way Things Work Today
Don't assume that you - or anyone else, especially the Board - understands the way things actually happen at the school.
  • Prepare a detailed description of every major functional area.
  • Include everything from the administrative functions through to the academic functions.
  • Identify who is responsible for the functional activity, the activities being managed, the way the activities are managed, staffing, and budget.
Without these descriptions in hand, it becomes almost impossible to describe how any change proposed in the strategic
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Does Your School Avoid Politics?
Does your school avoid politics? You might want to make sure it does if you are set up as a non-profit corporation.
Does your school avoid politics? You might want to make sure it does if you are set up as a non-profit corporation. If your school is exempt from taxes under the provisions of Section 501 (c3) of the Tax Code, it must refrain from conducting political activities designed to influence political elections.
 
Intramural elections are exempt
Putting up posters and holding rallies for student council president are not generally considered a violation of the 'no politicking' provisions of the law. Internal or with in the bounds of the school community activities are acceptable. Read Rules for Exempt Organizations During an Election Year for further guidance.
 
Politicking for local, state and federal issues and candidates forbidden
In an election year where emotions are running high and record numbers of young people are being drawn into the process, you need to be very careful that your school complies with the law. Make sure you state your policy clearly in the school's handbook. Enforce that policy. The last thing you need is for somebody to file a complaint with the IRS and put your tax-exempt status in jeopardy.
 
Prove your 'no politicking' policy in your Form 990 filing
Schedule A of Form 990 gives you a place to document your 'lobbying' activites or lack thereof. Remember: your school's membership in NAIS and other regional independent school organizations can be construed as 'lobbying'.  Generally the amount spent on memberships is relatively insignificant when compared to your overall expenditures. Just be certain to record those memberships
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Hiring A Headmaster
Hiring a headmaster is one of a board of trustees' most important jobs. Here's how one search firm handles the hiring process.
Douglas Halladay heads The Halladay Group, a consulting firm which specializes in all aspects of private school operations. We asked him how to advise a board of trustees on a headmaster search. His answers follow.
 
We aggressively seek candidates for you who combine strong administrative skills and outstanding management abilities with dynamic leadership experience. Included below is the model that we utilize.

Step 1: Initial Meeting

During our first meeting with the client, we review your organization regarding the position to be filled. We also seek to understand the organization's environment, which includes learning about the culture, norms, philosophy, history, work atmosphere, and personalities of the people and community this person will work for and with, as well as coming to know what causes individual success or failure at this organization and thoroughly understanding the vision of the organization. If confidentiality allows, we spend time with the supervisor and peers of the position in order to determine the management's style and personality. Since our goal is to find someone in whom the community will have confidence, both in ability and in style, this part of the process is crucial.
 

 
Step 2: Position Profile

HEG next prepares a Position Profile that describes the client organization, details the nature of the position, the key issues facing the new leader, and the qualities and experience possessed by the ideal candidate. This document, once approved by the client, serves as the primary instrument to communicate the opportunity during the
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