How To Start A New Private School

SCHOOL FORMATION 101  Our team at Halladay Education Group is recognized as the global leader in school formation. Our team has been involved in the development of more than 100 private schools in the USA, Canada, and internationally, and we understand the fundamentals of starting a successful private school from the ground up. We recognize that starting a private school is a lengthy process. However, there's no need to re-invent the wheel. People like you have started their own school and have been able to do the same thing you are thinking of doing now. Every school you see today started with a bold vision and courage to do what many would have told them was impossible. But it's not. You should find inspiration from these schools. With proper pre-planning and controls in place over the projects life cycle, founders can be prepared to start the school of their vision, and manage costs and project development efficiently and effectively, establishing the foundation for generations to come. Here's a guide to moving forward with the development of your new school:  Step 1: Develop A Vision For Your School Determine your niche and type of school your local market needs and will support (e.g., K-7, 8-12, day, boarding, single gender, IB, Montessori, University Preparatory). Ask parents and community leaders for their opinions. If possible, hire a consulting firm to perform a market survey to support the process of the development of the school to determine market demand by grade and program elements. You can only start a new school once, and first impression in the marketplace is critical to the school's long-term success. Step 2: Form Steering Committee About two years before opening for operation, you should form a small working committee of capable, dedicated cohorts to set in motion the foundational work. Include parents and highly respected community stakeholders with financial, legal, management and building experience to sustain the process. Ask for and get a commitment from each member as this is important work that will demand much of each member's time and energy. It is critical to ensure that each member is on the same page in reference to the vision, both publicly and privately. You always want everyone to be on the same page, and not distracted from your vision or goals. Step 3: Incorporation & Tax Exemption File incorporation papers with the appropriate Province or State agency. The lawyer on your Steering Committee should be deal with this. By establishing incorporation, it will limit liability in the case of lawsuits, present a stable image, extend the life of the school beyond the founders, and provide an insurable entity for the school. A 3rd party lawyer should always be consulted. Types of schools include: (1) For-Profit status allows for specific ownership of the resources, profit-making, and liquidation of resources for-profit. The owner has complete control, with the parents taking the role of consumers; (2) Non -Profit status allows for federal and/or state tax-exempt status, solicitation of tax deductible gifts, and solicitation of gifts from foundations. It also helps when enlisting volunteer help from the community. Some non-profits operate as parent cooperatives, with parents of enrolled children making up the majority of the Board. Others have a Board made up of members appointed by the founding members of the initial society; apart from the parent community; (3) Sole Proprietorship requires no incorporation and no systematic representation of procedures and resources. Because of increasing liability of schools, a sole proprietorship carries more risk and should be well insured; and (4) Non-Profit Foundation may be established by a for-profit, under strict legal supervision. The non-profit foundation supports the for-profit to provide fundraising capability. Apply for tax exemption from appropriate authorities for your non-profit status. Again, your lawyer can handle this application. Submit it as early in the process as you can so that you can begin to solicit tax deductible contributions. Step 4: Develop Strategic Plan Develop the strategic plan. This of course will culminate in the subsequent development of the business, financial, and marketing plans. This will be your blue print of how the school is going to operate over its first five years. Always be conservative in your projections. Do not try to do everything in the first five years unless you have been lucky enough to find a donor to fund the program in its entirety. This is your chance to lay out, step-by-step, the process for the sequential development of the school. You will determine the enrollment and financial projections; you will prioritize the staffing, programs, facilities, in a methodical, measurable fashion. Remember the old adage, "Those that fail to plan, plan to fail." You will also keep your Steering Committee on track and focused on the mission of the school. Step 5: Develop Budget Develop a five year budget based on the goals of the Strategic Plan. This is a comprehensive review of the projected revenues (AR) and expenses (AP). The financial person(s) on your Steering Committee should take responsibility for developing this important plan. As always project your assumptions conservatively and factor in a contingency should the financial reality change from the projections. You should also map out the school's bookkeeping procedures (e.g., record keeping, check signing, disbursements, petty cash, bank accounts, record keeping, reconciling bank accounts, audit committee), and accounting cycles. It should be noted, that you don't have to use a full-time employer as your school's accountant; it can be more economical to contract out. Step 6: Fundraise You will need to plan your development campaign carefully so that you build momentum yet are able to keep pace with actual funding needs. Your strategic plan is important at this stage as it provides potential donors concrete evidence of your vision and where the donor can fit it. Of course, it will also drive your enrollment as parent's see how their child fits in. Step 7: Choose School Location & Resources Locate a facility to accommodate the school (purchase or rent) or develop building plans if you will be creating your own facility from the ground up. The Building Committee member(s) should spearhead this assignment. Check requirements of local social and health services, building and zoning, health record keeping, class size, food service, fire code, building code, and teacher-student ratios, etc. You should also take into consideration the learning resources, furniture, computers, etc. needed for start-up. In addition, you will need to begin thinking about the outdoor environment and natural habitat. Rental space for the classroom is frequently obtained from schools, churches, park buildings, community centers, apartment complexes, private school buildings, nursery schools, and estate mansions. When renting, consider the availability of additional space for expansion at the same site. Look closely at tenants with whom you may have to co-exist. Try to obtain a lease with at least one year's notice for cancellation, with opportunity for alteration of the building and some protection against major capital expenses and a long-term arrangement with specified rent levels (three to five years). Review the site, keeping in mind zoning, fire, and health regulations, before finalizing classroom design. Step 8: Select Key Staff Members Through a search process select your Head of School and your Business Manager (or sub-contract a local accountant to deal with AP and AR). Conduct your search as widely as possible. Write job descriptions, benefits, and pay scales for your staff and subsequent faculty and administrative positions. You will be looking for self-starters who enjoy building something from scratch. Your Head will drive the enrollment campaign, marketing and promotions, and the initial decisions of classroom-based resources and staffing. Step 9: Promotions At this step you need to begin to aggressively market for students. Members of the Steering Committee and Head need to devise a Marketing Plan to promote the new school. This could include: public meetings, newspaper ads and inserts, mail drops, radio, community TV, and coffee sessions. You will also need to design your brochure, communication materials (e.g., business cards, letterhead), web site, and set up a mailing list to keep interested parents and donors in touch with your progress. Step 10: Open Your Doors Open the school office and phones, and have the Head of School begin admissions interviews and tours of your facilities. Acquire insurance protection against business interruption, liability, boiler malfunction, building casualties, etc. Step 11: Select Faculty & Administrative Staff It is critical to attract capable faculty; in the end it is staff that will make or break the school - reputations can be formed so quickly in a school environment. To attract great staff you need to ensure that they buy into the vision and have a competitive compensation package. Also, you need to develop the Staff Handbook, contracts, and structure for personnel files. While it is still a year from the school opening, line up as many faculty and senior leadership positions as you can. Do not leave this important job until the last minute. Remember these staff members will also be your ambassadors for enrollment and will be in demand. Step 12: Orient & Train Faculty Have faculty in place to get school ready for opening. The first year at a new school requires endless meetings and planning sessions for the academic staff. Get your teachers on the job no later than August 1 in order to be prepared for opening day. Step 13: Opening Day Welcome your students! Begin your traditions. Explore membership in national, provincial, and state private school associations! Start off with a bang. Have dignitaries there to cut the ribbon, have a family BBQ; make it special.     Next Step   If you are considering starting your own private school and would like more information on our school formation services, please contact Doug Halladay directly by sending an email to info@halladayeducationgroup.com or calling HEG at 1-604-868-0002.   To your success,  Douglas 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.They're affordable and practical.

Board Governance Workshop For Private Schools

TEDDY ROOSEVELT SAID "THE TEST OF OUR WORTH IS THE SERVICE WE RENDER."  Service on the board of a private school or non profit isn't simply an honor granted in recognition of your professional achievements or the fact that you're the only one left standing the last AGM. It involves legal obligations and a significant responsibility for the stewardship of your school's mission and assets, the educational experience of your students, and careers of your staff. You and your fellow trustees have the primary legal and moral responsibility for the governance of your non profit and ensuring that the mission of your school is carried out. To achieve your mission, you must maintain the confidence, moral, and financial support of your members, donors, volunteers and stakeholders. These critically important aspects of non profit governance depend on you and your fellow directors effectively governing your school based on best practices, and a clear understanding of your roles and responsibilities. It's important for you to pay close attention to these responsibilities because non profits are garnering greater attention today. Non profits are being called upon to play greater roles in their schools. And your community has higher expectations about the conduct of your board. If problems surface, it is only natural to ask, "Where was the board?" Are your trustees prepared?  RESPONSIBILITIES OF AN EFFECTIVE BOARD A non profit's board of directors is responsible for defining the school's mission and providing overall leadership and strategic direction for the school. Their responsibilities include: Determining and articulating the school's mission, vision, and values Recruiting and selecting the school's Head of School Supporting and assessing the performance of the school's Head Ensuring that the school engages in planning for its future Determining the programs that the school will deliver to implement its strategies and accomplish its goals; monitoring the performance of these programs to ensure their value Ensuring that the school has financial and other resources adequate to implement its plans Ensuring the effective management and use of the school's finances Enhancing the school's credibility and public image Ensuring organizational integrity and accountability Assessing and developing the board's own effectiveness   GOVERN MORE AND MANAGE LESS Do you have a "great" board? What makes an effective board...what's their secret to long-term success? Research shows that great boards have a set of common attributes that clearly separates them from others. Effective boards need to govern more and manage less and focus on: Developing a strategic plan and following it through an action plan  Linking board agenda to strategic agenda Monitoring success of the school's initiatives and adjusting course as needed Developing clear expectations and plan of action for Trustees to support the plan Directing the Head of School to prepare strategically via an annual operational plan Establishing committees to monitor goals Structuring meetings to policy and strategy, not day-to-day operations Annually assessing the performance of the board and committees based on the plan's priorities Focusing on policy, organizational strategy, and the relationship between budget and priorities Using board committee to monitor strategic initiatives and reporting to board for action Every board should take the time to fine tune their practices to ensure that they leading the school effectively and coordinating the combined resources of their board members and Head of School. Is your board firing on all cylinders?  PRACTICAL WORKSHOP TO IMPROVE BOARD PERFORMANCE If you'd like to proactively improve your board's performance for the coming school year or plan a retreat to fine tune your board for this fall, you should seriously consider our board governance workshop. Our workshop will provide feedback to analyze and develop a clear set of strategies to guide your school's leadership with ongoing development. Whether you require training in strategic board structure and function, need an objective expert opinion on a particular issue, or would like our assistance in formulating your board's agenda, the workshop will move your Board forward.   OUR ONE-DAY WORKSHOP INCLUDES: Facilitation of a one-day workshop that assists your board in developing strategies and tactics to close your performance gap for the governance of your school. A comprehensive 360° online "Board Performance Self-Assessment Survey" that candidly and anonymously assesses your board's performance. An interactive presentation on best practices of school governance. Participation in hands-on case scenarios that highlight effective board practices and engage discussions on parallel issues of your own school, which apply research to your own situation. Utilize the results of your Board Performance Self-Assessment Survey to build a profile of your board's performance gaps based on a comprehensive analysis of your confidential responses to the online survey and identify areas needing immediate improvement. As part of the process, Board members will candidly discuss and reach consensus on issues surrounding the performance of the board and lay the groundwork for long-term improvement. Board Performance Report: This will include working with board members to development a "Board Performance Report" that provides a comprehensive overview of the board's survey results, issues, and a plan of action for improvement. The report identifies areas needing immediate focus and the 'roll-out' of a set of multiple strategies to enhance the board's overall development.   Next Step If you would like to build a better board to effectively lead your school, and would like to find out more about HEG's board governance workshop, please contact Doug Halladay directly by sending an email to info@halladayeducationgroup.com or calling HEG at 1-604-868-0002. Be ready for the coming school year by having your board retreat booked in your calendar now. To your success,  Douglas 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.They're affordable and practical.

Focus Your Private School Board Committeess

IN THIS ISSUE Where's HEG Working? In The News Solutions For Your School Are Your Board Committees Focused? Toolkits BUY & SELL SCHOOLS      HEG provides consulting services in connection with the sale of Private K-12 Schools, Language Schools, & Career Colleges, including:   1). Profitable Group Canadian Career Colleges offering health & technology programs. (Sch. No. 1075) 2). Growing Group of Canadian Language Schools. (Sch. No. 1037) 3). Solo Canadian-based Language School. (Sch. No. 1022) 4). Successful Western Canadian Career College specializing in business, healthcare, ESL, & IT.  (Sch. No. 1063) 5). Turn-key group of Western Canadian Career Colleges offering business-oriented diplomas & certificates. (Sch. No. 1019)    6). Unique Canadian Language School & Career College offering ESL, Work/Study, & Hospitality/Tourism Programs. (Sch. No. 1031)       6). Successful K-12 Asian private international school. (Sch. No. 1034)    7). Successful K-12 International school in S.W. USA (Sch. No. 1087)   Contact HEG by email or phone if you would like to find out more about these schools or would HEG to provide consulting services in connection with the sale of your school.   ONLINE STORE Visit Our Store For Helpful Toolkits TESTIMONIAL "HEG  is a very professional team that brings a myriad of talents to private schools and are quite focused and results driven. They work efficiently and are task-driven. As a start-up school we have so many items in our punch-list to complete and Doug and the HEG team came in and helped us with almost every aspect of the operations in a very short time frame. They are flexible and a joy to work with. I would recommend them to any group that wants to start a world-class international school or improve the performance of your established private school." -- Dr. Jorge Nelson, Head of Chadwick International School

I'm just back from a productive week in Mongolia working with the International School of Ulaanbaatar to assess the implementation of their strategic plan which our firm developed with them in 2010. I was extremely impressed by the interconnectedness of their board and senior administration with the implementation of their annual operational plan and monitoring process with their board  committees. The view wasn't too bad either from my hotel. Here's a picture of the Golden Buddha outside my hotel room door. I also had the opportunity to loop through Seoul to meet with clients interested in selling their private K-12 school as well a school formation project Today, I want to share with you what is involved in developing a more effective board committee model that will connect the dots between your board's overall function and the implementation of your strategic plan and CEO's operational plan. By doing this, you have all your key players on the same page in terms of the short- and long-term priorities and implementation of your strategic plan, ensuring a measurable model that guides your board's and senior administration's decision making, budget, staffing, and focus. As the great New York Yankee legend Yogi Berra 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.They're affordable and practical.    Where's HEG Working Right Now? Here's an update of what HEG's working on:    Board Governance Workshop for an International IB Non-Profit School in Mongolia Evaluate the implementation of a strategic plan for a K-12 Private International Non-Profit School in Asia Market Study and Business Plan for a new Faith-Based Non-Profit Private K-12 School in BC  Market Study and Business for a Private K-12 For-Profit International School in Angola  Market Study and Business Plan for a new Private K-12 Non-Profit International School in Oman Market Study and Business Plan for a new Private For-Profit High School in California  School Evaluation of a PreK-12 Non-Profit Preparatory School in British Columbia Strategic Plan/Action For a Private Non-Profit K-8 Adventist Preparatory School in Florida   Formation of a new Private K-12 Canadian For-Profit International K-12 School in Saudi Arabia    Providing consulting services to school owners in connection with the sale of their Canadian Career Colleges, Language Schools, and Private K-12 schools globally  If you're interested in our firm's consulting services, and would like to discuss your needs further, please contact Doug Halladay by email  or call directly at 1-604-868-0002.   In The News  Wealthy Parents Increasingly Seeking Financial Aid For K-12 Education Should parents be sending their kids to private schools they can't afford? The average cost of a year of private school is $21995, a figure that's ballooned 35 percent since the 2001-02... Can The Internet Save Education? The Internet can save everything, even education. At least that's what tech companies would have parents and government officials believe. Too bad it's not true. Incensed at the apparent lackluster performance of our students and our supposed lack of... What the US and Chinese School Systems Have in Common Here we often regard private schools as a cut above public ones (though the truth is far murkier), but most Chinese consider public schools to be superior. Americans view public education as a crucial equalizer for a democratic society,...  Public or Private School? And What's the Difference? There is no right or wrong answer regarding whether private or public school education is best for children. Many people are so polarized around the option of having a religious affiliation that this may be the only thing important to them. Solutions For Your School STARTING A SCHOOL Our experienced team can provide step-by-step 'turn-key' services to start your school in the USA, Canada, &  Internationally. Click here for more info.  STRATEGIC PLANNING  We're experienced developing Strategic Plans for schools globally. Our plan can focuses your school's mission, build consensus, donor confidence, & define priorities for your Board & Staff. No school should be without one. Click here for more info. BOARD GOVERNANCE WORKSHOPS Great schools have great boards. Can you afford not to ? Our governance workshops & online board performance surveys fine-tunes your board's & focuses your priorities. Click here for more info. SCHOOL EVALUATION Are you sure your school is doing the best it can? Our In-Depth Performance Review assesses your school's performance against benchmarks & provides snap-shot right away. Click here for more info. BUYING AND SELLING SCHOOLS  HEG provides consulting services in connection with the sale of K-12 Schools, Language Schools, & Career Colleges in Canada, US, and Internationally. Click here for more info. Are Your Board Committees Effective Or Unfocused? Dear Doug,  A non profit's board is responsible for: Defining the school's mission and providing overall leadership and strategic direction for the school Actively setting policy and ensuring that the school has adequate resources to carry out its mission Providing direct oversight and direction for the Head of School and evaluating his/her performance based on their implementation of their plan  Evaluating its own effectiveness as a governing body, as a group of volunteers, and as representatives of the community in upholding the public interest served by the school. One of the key functions of an effective board is to develop, implement, monitor, and revise an effective strategic plan. This shapes the board as both the leaders and stewards of the school for today and for the next generation of learners (and the mission!). The diagram below illustrates how this fits in with the big picture for board performance. The key once the board develops their strategic and action plans is to develop a process and system to implement the plan which brings into play the oversight of the plan's annual priorities along with the Head of School's operational plan, which will guide the implementation of the plan for the school year, and allow the board's sub-committees to monitor implementation. That's really the key. The board determining their annual priorities based on the five-year strategic plan, having the Head jointly develop the operational plan with the related board committees that are established specifically to monitor/review/revise the implementation of the goals/objectives/tasks via the Head of School's operational plan. This creates a structure to separate 'oversight' from 'operation' and ensure that the board observes appropriate boundaries and avoids micro-managing. The roles of the board committees is then to: Accomplish work needed to be done between board meetings  It's where the majority of board's work takes place; they're the workhorses  Enable sharing of time and talent, & provide for work and evaluation Addresses strategic priorities not day-to-day needs Ensures a quality control to monitor implementation    Some tips to consider when you form your board committees includes: Documenting responsibilities, guidelines, annual goals, and the review/revision process  Appointing an effective chairperson and members who support and compliment fellow members Documenting job descriptions for each member, expectations, and tasks Making timely reports based on action items  Being goal-driven and action oriented; ensuring board meetings are based on deliberating on action items not day-to-day matters  Having a written statement of committee membership, roles, goals, job description, meeting schedule, tasks, actions, and responsibilities Determining relationships and roles of board, committee, CEO, and staff Setting timelines for reporting on action items at Board meetings as part of the Board's calendar Procedures for monitoring and review process Deliverables and reporting cycle within the Board's annual agenda and calendar Committee reports provided prior to Board meeting with interconnected 'dashboard' presentation to support Board-related 'action items' Next Step If you would find out more about how we can help your board to your school's strategic plan or improve your school's board governance model, please contact Doug Halladay directly to find out more about our board governance workshops. Send an email to info@halladayeducationgroup.com or call directly at 1-604-868-0002. HEG Recommends Here are  2 of our most popular toolkits that will help you either  start your own school or develop your own strategic plan.   STRATEGIC PLANNING TOOLKIT  Learn how to develop your own Plan with step-by-step instructions contained in a detailed Workbook & Manual, along with $500 worth of bonus CD's. It's all here to help you develop your own plan. Click here for more details. START-A-SCHOOL TOOLKIT Are you still struggling with starting a school? Experienced school leaders share how they started their school from the ground up. You'll also receive our bonus CD ($150 value) on developing your strategic plan. Click here for more details. To your success, Douglas Halladay President Halladay Education Group Inc.   P: 604.868.0002 F: 868.472.8737 E: info@halladayeducationgroup.com www.HalladayEducationGroup.com   You are receiving this because you signed up at HEG's website or you told us you wanted to subscribe. We will never distribute your address to anyone. Period. We promise.