HALLADAY EDUCATION GROUP

HALLADAY EDUCATION GROUP
4316 Arthur Drive, Delta, BC, Canada V4K 2W8
P: 604.868.0002 | E: info@halladayeducationgroup.com


Friday, March 4, 2011

How To Finance Your New Private School Start-Up

I've never been able to say this in my entire life living in Vancouver, but for the moment I can...our VancouverCanucks Canuck's Hockey team is in first place in the entire NHL after 60 games. We're not planning a parade yet, but it certainly feels good. How time flies; it's hard to believe that Vancouver hosted the Winter Olympics here a year ago!  

February has been a busy month for our firm with our team evaluating the largest private school system in the UAE, a market study and business plan for a new private international school in Texas, a strategic plan for a Catholic Junior in Vancouver, a wrapping up a market study and business plan for a new private Canadian international school in the GCC. 

As you may know, HEG specializes in starting, improving, and buying/selling private school globally.  We're representing the sale of a tremendous private high school in the western USA and a beauty school in Ontario. Please contact me if you'd like further details on either school. If you're thinking of selling your K-12 private school or post secondary school, please connect. We have many buyers interesting in acquiring schools. 

One element that we deal with as part of our school formation services is financing the development of a new school. There are multiple strategies to finance the formation of a school: fund raising, traditional mortgages, debentures, bonds, loans via investors, or a combination of all of these. In today's article I'm going to share more about a specific financing model that may work for your group. Please note that this may be of value to an established school that is thinking of expanding their current school and is determining how to finance it.    

To your success, (and go Canucks go!) 

Doug Halladay


President
Halladay Education Group

P.S. Don't forget to go to our secure Online Store to invest in our Strategic Planning or Start-A-School Toolkits

How To Finance Your New Private School
If you're thinking of starting a new private school or want to expand your established private school, you're going to have to raise capital. There are multiple strategies to finance the formation of your school: fund raising, traditional mortgages, debentures, bonds, loans via investors, or a combination of all of these. In today's article I'm going to share more about a specific financing model that may work for your group and useful information on the use of bonds or debentures by schools to finance their startups or expansion. Hopefully this information will be able to assist you in determining a suitable financing option for school.

1. Bonds Vs. Debentures - What Is The Difference?

Debentures or bonds are different debt instruments with different types of exposure to investors. Both instruments enable a private school to borrow money from the public on a long-term basis without going to traditional financing sources such as banks for their startup funding. A bond or debenture is really a long term promissory note issued by a borrower with a promise to pay the loan back on a later date. This later date is usually termed the maturity date. Although the terms debentures and bonds are often interchangeable in today's business language, there is one distinctive difference between the two financing instruments. The distinction lies in the fact that bonds are usually secured with the underlying assets of the issuing school, such as a pledge of the land and building for which the long term debt will be used to finance its acquisition and subsequent construction. Debentures on the other hand are usually unsecured (or naked as some business people would prefer to call it) and are merely backed by the general creditworthiness or the perceived reputation in the business community of the issuer.

2. Why Would Schools Issue Bonds Or Debentures?

Banks often stay away from lending to new startups for fear of bad publicity associated with possible foreclosures on schools when they fail. Banks have no problem lending money to established schools with good track records to fund their expansion but the banks' policy on lending to new school startups has always been a different matter. Accordingly, many schools resort to raising funds from within their own community, usually from the families whose children will be attending the schools. In addition, bond issuance is popular among private or public schools as a financing vehicle because bonds are attractive to investors for its tax advantages in many jurisdictions in the United States.

3. Factors To Be Considered When Deciding If Debentures Should Be Used To Finance A New School?

Whether a new school startup can succeed in raising funds through debentures depends on many factors. There have been many scandals in the past in which schools raised money from the parents and subsequently became insolvent due to bad management or overly optimistic projected enrolment. As a result, many parents are careful in their decision to enroll their children in schools that require debentures. The factors that determine if debentures can be used instead of the traditional financing methods include:
  •  There must be a large demand for enrollment in the local private schools. Typical examples of significant demand for international school spaces can be found in Hong Kong and Singapore where parents of the expat communities cannot send their kids to local schools and yet the local private and international schools are full, often with long waiting lists.
  •  The issuers must be able to instil confidence in the parent. Another factor that would help alleviate parental concerns would be having the school campus constructed and significantly furnished in advance of the school opening. A completed school campus is always the best marketing tool for the school to instil confidence among new school families. A comprehensive prospectus and information package on the school operations and its future plans would also be helpful in addressing parental concerns. Needless to say, a professional marketing campaign must be planned and executed at least one and half years before the school opens.
  •  It must be legally possible for the school to issue the debentures in your region and the legal requirements and procedures under your local laws concerning the issuance of such debentures must not be cost prohibitive. There are usually significant legal fees to be incurred on drafting the debenture. Thus, legal opinions should be sought prior to taking the debenture option.

4. What Conditions Are Usually Stipulated In A Debenture?

The terms and conditions of a debenture should be set and determined by the issuing schools within legal limitations. The debenture may pay interest or it may not. It may have a limited term or it may be a mandatory condition of enrolment for each family as long as their children are in the school. For example, Mulgrave School of North Vancouver, Canada floated a debenture to finance its new campus construction in 2001, which provides an example of the typical terms of a school debenture. The following description of the debenture is reproduced from their website:

Mulgrave Family Deposit (K-12 Requirement): Mulgrave School requires a family deposit for the purposes of acquiring the land and construction of the school at the Cypress campus, as well as for the enrichment of educational opportunities for our students. All new families joining the School are required to deposit $20,000 per family in the form of a non-interest bearing loan to Mulgrave School. Deposits are required by July 2, 2010 or immediately upon acceptance.

The Mulgrave School in Vancouver, BC has a debenture that is a non-interest bearing instrument, which means the school will not pay any interest whatsoever during the term of the debenture. The debenture was initially intended to fund the construction of a new campus but the Board of Mulgrave School has upheld this condition of enrolment to this day, ten years after the new campus was built.

In order to facilitate the administration of the borrowing, most schools will have an arrangement with a bank whereby each family will have a line of credit set up for up to the debenture amount. School families will have to make interest only payments on the debenture balance as long as the line of credit is outstanding with the bank. Each family will have to go through regular credit check as they would need to do when they apply for a consumer loan. Using this method, the financial burden of the entire loan is effectively transferred from the school to the parents who will share the burden equally on a per family or per student basis.

5. Types Of Debentures Offered By International Schools

There are many types of debentures offered by schools around the world and there is no better place for one to find such a wide range of debentures than Hong Kong. Furthermore, Hong Kong schools also demonstrate how they can transfer a larger part of the financial burden to corporate members of the school community when local international school spaces are bursting at the seams. Quite often, international corporations will pay in advance for a number of debentures at various international schools in the city just to reserve a fixed number of spaces for their employees. There are various types of debentures offered in Hong Kong.

Corporate Debenture
Bought by a registered Hong Kong company that is funding the education of an employee's child. When the employee's child leaves the school, it can be reassigned to the child of another member of staff in the same company

Personal Debenture
Purchased by parents seeking priority in admissions for their child. Such a debenture is much cheaper than a corporate debenture.

Capital Debenture
A debenture that does not confer priority in admission and can be bought by both corporations and individuals at one price. It is not redeemable but is transferable. Holders of such a debenture are exempt from paying the school's annual capital levy.

Depreciating Debenture
Depreciates annually in value by a given percentage over a set period, with a refund being reduced accordingly.

Fast-Track Levy
A non-refundable, one-off payment that is normally set at a lower price than debentures and can often help a child gain a higher spot on a waiting list. While some schools justify the purchase of a debenture as necessary investments for expansion, parents claim that debentures prevent able students from attaining school places and undermine Hong Kong's attraction for expats.

6. Debenture As A Strategy For Your School

Assuming your school is not be able to contribute the financing required to fund school formation, the burden of this financing for the school can be shifted to the families individually on a per student. By using the debenture method, the school will have sufficient cash flow. Furthermore, parents really do not have to put it all up in cash. They only have to pay the interest on the line of credit at the prevailing interest rate charged by the bank. Banks will love this funding scheme because their risk is minimized by having it spread from one borrower, the school, to multiple. If the parent company can contribute a portion of the funding requirement, then the total debenture amount required will be reduced, making it more favorable to school families.

7. Prerequisites Required For The Debenture Option

There are at least two significant criteria to be met before the school can consider the debenture option:

  • The school must be able to source seed capitals from an investor or a group of investors who will build the school. That is you have to satisfy a bank or a group of investors who will be comfortable in lending the school funding for up to 18 months to build and furnish the school before the school can sign up the projected students for its first year. As I had described earlier, we will also need a strong marketing campaign along with a significantly completed school building to demonstrate to the parents that this school will be a permanent establishment and that the facilities will be state-of-the art for their children to learn and enjoy in the future.
  • The school must be formed much earlier than planned (9 months to a year early) so that it will become a legal entity capable of issuing debentures and collecting tuition fees from school families. The sooner the school can collect the debenture proceeds and the fees from the school families, the sooner the risks to the school and the providers of the seed capitals can be minimized.

In summary, using debentures as a vehicle to finance a new school start up is just one of many ways of financing schools. There are also other methods of financing as well as other structures Halladay Education Group can use to motivate banks to lend support for your financing needs. Working with a well established school management group such as HEG can alleviate the banks' concern of your group's lack of experience in the education business. Whichever options and strategies your group should choose; HEG has the expertise and resources to help you achieve your goal.

NEXT STEP

If you'd like to learn more about our school formation services, please email HEG or call  our direct line at +1-604-868-0002 to find out more.  

Tuesday, December 14, 2010

Fundamentals of Strategic Planning

Hello,

Are you slowly getting ready for Christmas and the holiday season? I noticed on my return from Saudi Arabia that the stores here in Vancouver are promoting X-Mas 24/7. WalMart is now open 24 hours a day. Nothing quite says Christmas like a visit to a big-box retailer at 2 am.  ;^)

I noted two recent newspaper articles that caught my attention. One article commented on the alarming decrease in public school enrollment and subsequent increase in private schools here in the Vancouver region. The writer commented that "many parents, sensing that their own efforts to instill etiquette and self-discipline and aptitude are lost at the school-house door, are taking more control over the educational fate of their children. "

The second writer's article was an online article  on the latest " Program for International Student Assessment" (PISA), which is a comparative survey of the academic performance of 15-year-olds around the world - an authoritative study released every three years. What caught my attention was the fact that Chinese teenagers from Shanghai far outscored their international peers in all three subject matters that were tested last year: reading, math, and science. The rise of China as an economic and political juggernaut has become familiar, but now there's another area in which the Chinese are suddenly emerging as a world power: education.

There is a saying by Peter Drucker that "The best way to predict the future is to create it". Circumstances like the ones described above don't just happen. They are planned out and take into consideration the current and future environment and strategies to maximize success in reaching them. Private schools and their success don't just happen because they're in the right place at the right time, they took the time to look at their environment and develop strategies to maximize programs to match market demand. An increase in Shanghai's student performance was not just luck; their leaders put a plan together to ensure that their students and teachers became more capable.
Do you want to improve your school's or system's performance? Developing a strategic plan is the answer. Today I'm going to share with you the critical elements of a strategic plan. Please read on. Remember what Yogi Ber said, "You've got to be very careful if you don't know where you're going, because you might not get there."

To your success,
Doug Halladay
President
Halladay Education Group

P.S. Don't forget to go to our secure Online Store to invest in our Strategic Planning or Start-A-School Toolkits.

Key Elements Of Successful Strategic Plans

If you want to improve your organization's performance - be it a new or established individual school - or an entire education system, you need to develop a systemic approach to your strategic plan that answers the following four questions:
Four Key Questions - Strategic Planning
The planning process itself should be sequential and build on the work developed in the previous stages. As seen the diagram below, you need to identify where you are via an internal/external analysis of your strengths, weaknesses, opportunities, and threats (SWOTS). At the same time you need to determine where you want to be and what is blocking you (issues) from reaching your vision and mission. To overcome these barriers, you develop your strategic goals and objectives, which are measurable.
Following this you need to then develop your action  plans to coordinate the implementation and monitoring of the  goals and objectives. This is illustrated in the diagram below:
Action Plan
To get a better understanding of HEG's proven strategic planning approach, please check the links below:
  • Click here to read comments by our clients on our services as well as our planning process.
  • Click here to review our strategic planning options (customized to your organization).
  • Click here to download HEG's Eight-Step Strategic Planning Process.
  • Click here to invest in our Strategic Planning Toolkit.
NEXT STEP

HEG and our team are experienced with the development of strategic plans, with experience in the USA, Canada, Malaysia, China, Korea,  Saudi Arabia, UAE, etc. If your group needs support with the development of your plan, then you should seriously consider our services. There is still time to make arrangements to development a strategic plan in the spring of 2011. If you'd like to learn more about how we can help your organization, please email HEG or call  our direct line at +1-604-868-0002 to find out more.

Monday, November 22, 2010

How To Develop A Business Plan & Feasibility Study For A New School


RiyadhHi,

I'm back at our head office in Vancouver after spending eight weeks working in Riyadh, Saudi Arabia leading a major strategic planning project for the Saudi K-12 education system. It was an extremely gratifying and challenging project and I gained considerable insight into the Saudi education system. It's quite a switch in weather returning to Vancouver and our first (and hopefully last) snow flurry. I had a switch of 90 degrees F. in temperature.
As always, I'm avidly following my beloved Vancouver Canucks hockey team and the franchise's 40th year. Perhaps this will be the year that they win the Stanley Cup. Unfortunately, they lost 7 to 1 to Chicago last night!
Our firm has been swamped with requests to complete market/feasibility studies and business plans for new schools globally. The world economy and demand for high quality K-12 private school education and US offshore accredited universities continues to grow.
Today I want to share with you how our firm determines the overall costs of starting a K-12 private international school (be it for- or non-profit). Of course, many of the elements can cross over to other types of schools, locations, etc. It should be noted though that we never develop a business plan in isolation, as you also need to conduct a market/feasibility study to gauge market demand, enrollment projections, fee sensitivity, etc. All of this HEG can provide globally.
Please read on to find out more about the fundamental elements of developing a business plan for a new private school. Remember, this is the foundation that all school development decisions should be based on!
To your success,
 
Doug Halladay 
President 
Halladay Education Group 

P.S. Don't forget to go to our secure Online Store to invest in our Strategic Planning or Start-A-School Toolkits

Measurable Planning to Maximize Performance
When clients retain HEG to determine the overall project costs to start an international school, it can be difficult to estimate the costs of any given international school project without knowing the costs of the local environment and the market in which the school will operate. This is why it is important for HEG to complete on-site research and inspection of the market.
 
Our firm typically uses a four stage development process to prepare schools for operation, focusing on:
  1. Market Study and Business Plan
  2. School Development Plan
  3. Implementation of School Formation Plan
  4. Operation and Management of the School
Normally, our starting point with a client is to develop the feasibility-market study and business plan to determine project capacity, market demand, enrolment, financial projections, facility requirements, and ensure clarity in the start-up preparation and due diligence. Please note that our firm is experienced in a variety of educational programs (e.g., US, IB, Canadian, Special Needs, Single Gender, Elite Sports, British) and accreditation groups (e.g., WASC, ECIS, IBO, NEASC).

When developing a business plan, there are four major cost components to a school formation project:
  1. Land
  2. Construction of the buildings
  3. FF & E; and
  4. Soft costs such as marketing, accreditation, consulting, recruiting and all other costs necessary to execute the business plan with which we will form the school.
Each one of the four major components has different cost behaviours and characteristics, such as:

(1) Land:

The size of land required for a school depends on enrolment and availability of land in the area.  In a perfect world, we would like to see a combined elementary and high school campus to have at least 25 acres to 50 acres of land. However in a high cost urban area like Singapore, Hong Kong and Honolulu where we have had numerous clients, the land area of a school could be as little as three acres due to the high cost of land in those cities. In the Songdo project in Korea, which is a high-end American International School we consulted for near Incheon, Korea, the school has a total land area of 17-acres for 2,100 students. The Canadian International School in Singapore was constructed on 3.3 hectares (1 hectare = 10,000 sq. meter or 2.471 acres) for 2,000 students. As you can see, depending on the plot ratio (F.A.R.) permitted by the local jurisdiction, we can design a school that could suit any size of enrolment and still meeting the school's program requirements and budgetary challenges.

(2) Construction:

The costs of construction will vary from location to location, however you should note local cost for school construction on a per sq. ft. basis. What you may not know is how much the indoor spatial requirements are for your proposed school, which are dependent of your educational program. The typical standards we go by for estimating indoor building areas, depending on the client's budget and program requirements would anywhere from 100 to 200 per sq. ft. depending on your school type. A typical high-end international school, one which charges USD 15,000 to $25,000 a year for tuition, would usually have excellent amenities such as performing arts center (auditorium), black box theatre for their performing arts center, swimming pool, gymnasium, state of the art science labs, computer network connections, library, cafeteria, industrial shops, arts center and  band room.

(3) Furniture, Fixture and Equipment (F F & E):

This cost component is again difficult to estimate without knowing the local costs and your school's programming requirements. In a high costs area like Seoul or Hong Kong, F F & E costs could be very high. In a country with very efficient manufacturing industries like China, FF & E costs could be quite low. Your program, grades, and location will influence the type of equipment and apparatus you will need. HEG can draw upon our experience in this area based on the average F F & E of many other HEG projects.

(4) Soft Costs:

This includes marketing, accreditation, teaching staff recruitment, consulting etc. It is very difficult to estimate these costs without knowing your local costs. However, marketing costs can be lower in some regions than others; Hanoi as compared to major markets like Seoul and Singapore. The costs of recruiting international teachers will be the same though. Whether the international school is located in Jakarta, Mumbai or Hainan Island, we still have to attend the same international recruiting fairs.

Other Costs Required Immediately After Formation:

Besides construction and formation costs of starting a new school, school founders may have to budget extra cash to cover the school's deficits due to possible low enrolment during its early years. This extra cash reserve however may or may not be necessary depending on the international school market conditions in which the school operates.

Because it is always cheaper to build to a 700-student capacity for the school all at once, the proposed school during its earlier years may have excess capacity that is not generating profits. As a result, the school will need extra cash to meet budgetary deficits in the earlier years. The exact amount of cash requirement the school needs cannot be determined until HEG completes an in-depth business plan. However as mentioned above, in some rare situations, as it was in one school we started in Vancouver, Canada, some schools might not have any operation deficits due to large market demand for private school education in their catchment areas. Again, this is why is it important to conduct a market/feasibility study.

It may be advantages to separate construction over a number of phases.

As you can see, estimating the costs of school formation and operations is not an exact science by using just ratios and standards. Besides estimating the school formation budget as we did above, we also need to review the school operating budgets for the first five years because the school's operating deficits, if there are any, could have an impact on the amount of capital required to start a new school. It is therefore very important that HEG must complete an in-depth business plan in order to have a better understanding of all the issues and criteria of starting a private school in your region.

I trust the above will assist you with an estimate of the project formation and development costs for your school.

NEXT STEP


Douglas, HEG and our experienced team are experienced with the development of a market/feasibility study and business plans internationally, with experience in the USA, Canada, Singapore, Malaysia, China, Korea, India, Kuwait, Qatar, Saudi Arabia, UAE, etc. If your group needs support with the development of your business plan for a new private school, then you should seriously consider our services. If you'd like to learn more about how we can help your organization, please email HEG or call  our direct line at +1-604-868-0002 to find out more.

Tuesday, September 7, 2010

Strategic Planning For Schools

Hi,

It's another school year and millions of children are Teacher and childreturning to school to shape who they are and what they can be. Our two children return to their private schools as well; one to an all-girl's K-12 school and the other to a gifted K-7 school. Each one serving different needs, but equally successful and viable in their community.

At this point I'm waiting to finalize arrangements to lead a major strategic planning project for a national K-12 school reform initiative in the Middle East. It's an exciting project and one that will provide guidance to the country's decision makers with the strategic development of their K-12 education system.

Interestingly, many of the elements utilized within a national-level strategic plan are also applied within a district, post secondary, and/or K-12 school strategic plan. In addition, this also applies to starting a new school as well.

As Peter Drucker so aptly stated, "The Best Way To Predict The Future Is To Create It." Now more than ever schools need a comprehensive strategic plan to maximize their strengths, foresee threats, reduce weaknesses, and take advantage of future opportunities. The planning process can result in the development of a sustainable leadership tool to support your board and senior administration to lead your organization over the next five years. Do you have a plan to 'create' your future? If you don't, you need one now! Why leave your organization's future to crisis management.

Today I'm going to share with you the process
you should utilize to develop your strategic plan for your own private school or public school district. Please read on to find out more.

To your success,

Doug Halladay
President
Halladay Education Group

P.S. Don't forget to go to our secure Online Store to invest in our Strategic Planning or Start-A-School Toolkits.

++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++

Our strategic planning approach results in the "compass" and "road map" to guide your organization in the development of a measurable plan to focus priorities and maximize performance. The diagram below illustrates key elements of our planning model:



If a plan is facilitated properly, the process will stimulate support in your community and add value to your organization's continued growth. The plan will lay out a road map to achieve your mission and vision; moving away from being "reactive" - solving today's problems - towards being "proactive" - eliminating future problems. Your plan will provide a framework that enables you to focus and coordinate your resources, work towards common goals, and assess and adjust as you move forward. It will address a progression of questions that examine assumptions, gather and incorporate information about the present, and anticipate the world in which your organization will be working in, and determine how you'll get there. It asks:
  • Where is your organization now?
  • Where do you want to be?
  • How do you get there?
  • How do you measure progress and know you've gotten to your destination?
As each question is addressed, we can develop a blueprint to improve your organization's performance.

WHERE ARE WE NOW? (Internal/External Assessment)
  • Situation Inventory/Environmental Scans
  • Quality Assessment & Benchmarking
  • Strategic Issues
WHERE DO WE WANT TO BE? (Mission, Vision & Principles)
  • Broad, comprehensive statement of the organization's purpose
  • Core values/principles to achieve the mission
  • Resources involved
  • When combined with the mission & principles, identifies organization's uniqueness
  • Compelling image of desired future
HOW DO WE GET THERE? (Goals, Objectives & Action Plans)
  • The desired result after five or more years
  • Specific & measurable targets for accomplishment
  • Leads to quality initiative goals & objectives
  • Strategies used to accomplish goals & objectives
  • Detailed action plan
  • Leads to resource allocation
HOW DO WE MEASURE OUR PROGRESS? (Monitoring & Tracking)
  • Methods used to measure results
  • Ensures accountability & continuous improvement-linked targets
  • Performance Measures
  • System to monitor progress
  • Compiles management information
  • Keeps plan on track
Planning Approach

Our strategic planning approach focuses on the following:
  1. Determine the scope of your Strategic Planning process;
  2. Orient your community to the planning process;
  3. Assemble data to determine where your school is now in terms of performance;
  4. Re/define the purpose and direction of your school;
  5. Assess your current conditions;
  6. Identify and prioritize critical issues stopping you from achieving your vision and mission;
  7. Develop goals and objectives for success;
  8. Develop action plans to support the implementation of your goals;
  9. Guide your leadership with the implementation, monitoring, and evaluation of the action and operational plan.
QUICK SNAPSHOT OF OUR PLANNING PROCESS

  1. Click here to read comments by our clients on our services as well as our planning process.

  2. Click here to review our strategic planning options (customized to your organization).

  3. Click here to download HEG's Eight-Step Strategic Planning Process.

  4. Click here to invest in our Strategic Planning Toolkit.
Results From Schools That We've Planned For

Schools and districts that have retained HEG to develop their strategic plan have improved their organization's performance ten-fold. For example:

Harbert Hills Academy: This 50 year old school used the plan to re-inspire its operation. With guidance from the plan, the school: increased enrollment by 500%; improved academic performance by 30%; and engaged a capital campaign to build a new girl's dormitory.

Mascenic School District: The district achieved the following: district board of education won board of the year in New Hampshire; Principal won Middle School Principal of the year; one of their teachers was state teacher of the year; and their community voted for a school facility bond that was passed by 82%.

Queen Margaret's School: The school achieved the following: moved from deficit to a surplus; upgraded academic performance from 20th to 95th percentile; increased enrollment by 22%; increased enquiries by 30% and retention by 12%; reduced staff turnover by 30%; and developed set a record in annual campaign and largest donation.

NEXT STEP

HEG and our experienced team are well suited and experienced to help your organization with the development of your school's strategic plan. If you feel that your school needs support with your plan, be it a new one or a more functional implementation of your current plan, then you should seriously consider our services. If you'd like to learn more about how we can help your organization, please email HEG or call  our direct line at +1-604-868-0002 to find out more.

Wednesday, August 11, 2010

Head of School Search Consulting Firm

Hi,


As always, HEG is busy on current and new projects. We've just been retained to develop a business plan for a new religious orthodox high school in Florida, as well as a Head of School Search for a faith-based private K-12 school in California. However, I'm planning to take Thursday off and drive up to Whistler to enjoy the scenery and even try some zip-lining.

Is your school planning on hiring a new Head of School, Principal, or senior leadership position? Are you trying to figure out the most appropriate process to find the right fit for your school? Research indicates that successful schools have visionary, long-term leadership. While data also indicates that the average tenure for a Head of School is around three years. In addition, candidates that are hired internally extend their tenure to at least six years, but internal candidates are only hired 1 out 10 times. What does it look like at your school? Do you hire and keep your Head of School on for the long-term or do you turn them over every three years?

Today I'm going to share with you the process
you may want to follow when searching for a new senior leadership position for your school. Please read on to find out more.



To your success,
 
Doug Halladay
President
Halladay Education Group


P.S. Don't forget to go to our secure Online Store to invest in our Strategic Planning or Start-A-School Toolkits.
View our profile on   LinkedInFind us  on Facebook
Follow us on Twitter 


Head Of School Search Process


At some point during your board's tenure, you're going to have to recruit and hire a new Head of School or other senior leadership positions. For some fortunate schools, they have a succession plan in place, but for most, they're starting from ground zero each time.


Typically, a number of things happen:
  1. The announcement of the Head's departure is a shock to the community and affects enrollment and staff retention;
  2. The board is dependent on the Head for its direction and momentum, and falls into a vacuum for the vision of the school;
  3. The board doesn't have any potential internal or external candidates and has no idea what the optimal candidate should be or how to find him or her.
Most board's don't recognize that there are specific seasons for hiring Heads of School, and as a result many boards move to late to find the best candidate. If a school is in good financial shape and is functioning well with solid leadership, it can handle a change. However, if the school suffers from poor leadership, financial issues, recruiting deficits, or power struggles, they may need to stabilize their structure before beginning the search (perhaps bringing on an Interim Head). On the other hand, having an interim candidate may allow you test his or her leadership capabilities and determine whether they're a fit.


At this point, your board needs to determine whether to retain a professional search firm (such HEG), or do it themselves. Either way, they need a plan before beginning the formal search. The process that HEG utilizes for our search process focuses on the following steps:
Head of School Search Process
Step 1:Define Scope of Search Process
  • Clarify search process, Search Committee members, time lines, budget, communication, and procedural rules;
  • Communicate to school community what is happening.
Step 2: Develop Position Profile
  • Meet with members of the community to determine the school's strengths, weakness, opportunities, threats, and issues that need to addressed by the next Head;
  • Develop a "Position Description" and "School Profile" to be used in communicating to the candidates;
Step 3: Candidate Exploration

  • Implement a comprehensive exploration to identify candidates;

  • Request a cover letter, CV, personal statement/educational philosophy, references, and transcripts;

  • Employ a variety of advertising media to post the position vacancy (e.g., Newspaper-Career Section, Internet, Direct Mail, Personal Contacts).
Step 4: Collect & Screen Candidates
  • Collect, collate, and screen initial candidates;

  • References are checked for each finalist and a presented to the Search Committee;

  • Final candidates are either interviewed by the Search Committee and/or by the Board as a whole
Step 6: Select & Offer Position

  • Final evaluation of interviews, reference checks, and Search Committee(s) feedback;

  • Selection of final candidate and offer presented;

  • Communicate selection to community at large.
Step 7: Transition
  • The Board may form a Transition Committee to assist new the Head with 'transitioning' into the new position (e.g., moving, spouse/family issues, entry plan, orientation, welcoming event);
  • Provide additional community announcements when needed (e.g., news releases).
NEXT STEP
HEG and our experienced team are well suited and experienced to help your school with your Head of School Search. If you feel that your school needs support with your leadership search, then you should seriously consider our services. If you'd like to learn more about how we can help your organization, please email  HEG or call  our direct line at +1-604-868-0002 to find out more.