Administrative

Bullying has been part of our human existence since time began. While bullying goes by different names and takes several different forms, whether you call it intimidation or threatening, whether you do it verbally or with your body language, bullying is upsetting and unnerving behavior. Fortunately for us parents, it is completely unacceptable in most private schools, as it should be everywhere else. Most private school discipline codes have strict policies concerning bullying. Be aware that these policies are enforced quickly because students are governed by contract law. In other words, the contract which you signed with the school spells out very clearly the consequences of any infractions of the school's discipline code. Those consequences, such as suspension or expulsion, will happen swiftly.

Naturally, like just about anything else you can think of, bullying has gone electronic. If you thought that bullying was hard to detect in its analog forms, you could imagine how much more difficult electronic or cyberbullying , as it is now called, is to detect. So, where does cyberbullying fit in? As I noted, cyberbullying or bullying done electronically is extremely difficult for us adults to detect. The reason why is that cyberbullying lurks in the virtual shadows created by social media and smartphones. Unless you are following somebody and can monitor their various social media accounts or have access to their mobile device, you cannot definitively prove that cyberbullying is actually occurring. I used the term social media, which

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 preparation 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

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. Consult your attorney if you are not sure what your school's IRS status is. To access Section 501(c)(3) of the tax code, you can visit the IRS page on exemption requirements for 501(c)(3) organizations. Here is the URL: https://www.irs.gov/charities-non-profits/charitable-organizations/exemption-requirements-501c3-organizations

Intramural elections are exempt.

Putting up posters and holding rallies for student council president is not generally considered a violation of the 'no politicking' provisions of the law. Internal or within the bounds of the school community activities are acceptable. Read Rules for Exempt Organizations During an Election Year for further guidance.

This video offers an explanation of not-for-profit organizations and the 501 (c)(3) status with the IRS.

Politicking for local, state, and federal issues and candidates is forbidden.

In the current political climate, where emotions often run high and young people are increasingly drawn into the electoral process, it is crucial for schools to understand the boundaries set by their 501(c)(3) status. Politicking for local, state, and federal issues and candidates is strictly forbidden. This prohibition is not just a guideline but a legal requirement under the Johnson Amendment, which

Douglas Halladay heads The Halladay Group , a consulting firm specializing in all aspects of private school operations. We asked him how to advise a board of trustees on a headmaster search. Here are his answers.

We aggressively seek candidates for you who combine solid administrative skills and outstanding management abilities with dynamic leadership experience. The model that we utilize is included below.

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 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 style, this part of the process is crucial.

Step 2: Position Profile

My firm 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 of the ideal candidate. Once approved by the client, this document serves as the primary instrument to communicate the opportunity during

This article has been updated to reflect 2026 data and recent developments.

In today's rapidly evolving educational landscape, the integrity and security of private school operations have never been more critical. As administrators, we strive to cultivate environments where trust and transparency are paramount. However, my own experience transitioning a school from paper-driven to digital bookkeeping revealed just how vulnerable these systems can be. The school's petty cash account was a constant source of frustration, impossible to balance due to a complete lack of controls. This article delves into the multifaceted issue of employee theft within private schools, exploring its various forms, the risks it presents, and the profound impact it can have on both finances and reputation. By understanding these dynamics, we can better equip ourselves with the strategies and tools necessary to safeguard our schools and uphold the principles we hold dear.

A Trustee's responsibility

You have spent a year as a trustee of St. Etheldreda's. You have attended all the meetings. Recently you were appointed to the finance committee. The nagging question keeps chewing at you. "How do we know that our employees aren't stealing from us?" After all, hardly a day goes by without yet another report in the news of some trusted employee stealing from one organization or another.

You simply have to ask these tough questions of your business manager and your auditor.

1. Does one person have control over all of your accounting functions?

1.1. Are two signatures required on checks