Head Of School Jobs (NOW HIRING)

Position Success Profile

Reports To: Board of Directors

Enrollment: ~100 students, K–12 | Est. 1998 | Mohrsville, Pennsylvania

Since 1998, The King's Academy has served families across Berks and Schuylkill Counties by providing a Christ-centered K–12 education rooted in knowledge, wisdom, and godly character. As the school renews its mission and deepens its commitment to Christian classical education, it seeks a Head of School to unite its community, strengthen its Christian identity, and lead the next season of academic, spiritual, and organizational growth with conviction, wisdom, and relational leadership.

• Mission Clarity & Spiritual Leadership— The board, leadership team, faculty, and families operate from a shared and compelling understanding of TKA's Christ-centered identity. Daily devotions, chapel, and the school's relational culture reflect the seriousness of the mission. The Head of School models the character the school expects of its students.
• Academic & Curricular Renewal— A coherent, rigorous, and Christ-integrated curriculum is in place and improving across K–12. Where classical elements are incorporated, they are taught with faculty confidence and curricular intentionality. Benchmark assessment data is tracked term-over-term and used to drive instructional improvement.
• Faculty Strength & Retention— TKA employs and retains mission-aligned, qualified teachers. Faculty experience meaningful coaching, clear expectations, and a school culture worth staying for. Turnover is low and purposeful. The Head of School is both the school's chief recruiter and its most formative coach.
• Enrollment Growth & Family Trust— Enrollment moves toward sustainability and growth, targeting a return to 170+ students with a long-term goal of 250. Re-enrollment is an area requiring focused attention and intentional leadership. Families feel heard, informed, and re-committed to TKA because of consistent communication and visible, present leadership.
• Financial Stewardship & Operational Integrity— TKA operates within its board-approved budget. The Head of School makes fiscally responsible decisions, communicates financial realities to the Board with transparency, and actively supports advancement and enrollment as the school's primary revenue levers.
• Board Partnership & Governance Health— The Board of Directors is well-informed, well-resourced, and confident in the Head of School. Board committees function with timely data and clear lines of authority. The HoS-Board relationship is built on trust, transparency, and mutual accountability.

• Board of Directors— governance partner and primary accountability relationship; the Head of School brings fiscal, academic, and personnel clarity to board meetings and maintains proactive communication between sessions; per TKA policy, the HoS serves as a voting member on all five Board Standing Committees
• Operations Director— day‑to‑day operational executor on HR, facilities, compliance, and systems; the HoS-Operations Director relationship is the school's most critical internal leadership partnership
• Bookkeeper— handles day‑to‑day accounting responsibilities; reports to the HoS and is an integral operational partner, particularly given TKA's current financial position; Board Treasurer provides oversight of the business office
• Academic Life Committee (Board)— monthly curriculum review and improvement body; the Head of School is expected to bring current data and honest assessments
• Faculty— the Head of School shapes culture through presence, classroom observation, genuine commendation, and hard conversations; this relationship is the engine of academic quality and mission fidelity
• Families & Church Partners— especially around re‑enrollment and mission alignment; the Head of School is TKA's public face and must be known and trusted in the broader community of churches and families

• Christ-centered faith— born‑again believer; active in a local church; models a living relationship with Jesus Christ in word and conduct; upholds TKA's Statement of Faith
• Godly character & moral integrity— consistent with TKA's Christian Life Commitment and Declaration of Moral Integrity; above reproach in personal conduct
• Honesty and transparency— tells the truth, especially hard truths, to the Board, faculty, and families; no surprises where communication could have prevented them
• Courage— willingness to lead through difficulty; holds the line on mission essentials; does not capitulate to pressure when principle is at stake
• Humility and teachability— listens before acting; credits others; does not treat correction as an attack; willing to be wrong
• Prudence in judgment— knows when to decide, when to consult, and when to elevate; does not confuse urgency with importance
• Perseverance— steadiness under pressure; stays the course in a difficult season; does not panic or abandon; shows steadiness in the face of discouragement
• Charity— genuine love for students, families, and colleagues; creates a school community where people feel known and valued
• Stewardship— manages God's resources — people, budget, facilities, reputation — with care and accountability

• Strategic & Mission Leadership (casts a compelling mission narrative; articulates where the school is going and why; galvanizes board, faculty, and families around a shared direction; distinguishes urgency from importance; navigates culture change with wisdom and patience)
• Relational & Communication Excellence (written and spoken; winsome with parents, donors, and the broader community; fluent in Matthew 18 principles for conflict; resolves concerns rather than deflects them; responsive within 24 hours; understands how rural/agricultural communities think and relate)
• Instructional Leadership & Curriculum Oversight (sets and communicates a clear standard for excellent teaching; conducts or oversees meaningful classroom observations; familiar with classical and Christ-centered pedagogy; willing to build curriculum systems collaboratively with the Academic Life Committee)
• Talent Recruitment, Coaching & Retention (quickly and accurately reads the capabilities and gaps in a faculty; clarifies roles and expectations; builds trust through transparency; attracts mission-aligned teachers; gives specific, growth-oriented feedback; protects a culture people choose to stay in)
• Enrollment & Community Presence (serves as TKA's primary external face; known and trusted in local churches and civic life; partners with families on re-enrollment; understands that mission clarity and relational trust are TKA's strongest enrollment tools; comfortable in front of prospective families and donors)
• Financial Acumen & Advancement (reads a P&L; manages to a budget; understands tuition modeling and financial aid; actively supports fundraising and donor relationships; tells the TKA story compellingly to prospective supporters; manages enrollment-as-revenue with fiscal discipline)
• Board Relations & Governance Acumen (maintains a healthy, appropriately bounded relationship with the board; keeps the board well-informed without over-involving them in operations; understands and models the HoS-Board governance distinction; supports committee function with timely data)
• Operational Judgment (safety, scheduling, compliance with Pennsylvania's Child Protection Law, Act 126/31 requirements, clearance procedures, FMLA, and workers' compensation; knows when to decide, when to consult, and when to elevate)

• Christian Education Philosophy & Mission (biblical basis for education; parent primacy; knowledge, wisdom, and godly character as TKA's triad; the school's evangelical Protestant Statement of Faith; ability to articulate TKA's distinctives to skeptical or uninitiated audiences)
• Classical Education Foundations (liberal arts tradition; Grammar/Logic/Rhetoric stages; rationale for classical Christian schooling; familiarity with Hillsdale curriculum, Classical Academic Press, or comparable frameworks; aspiration and willingness to grow the school's classical integration is sufficient — prior leadership of a classical school is not required)
• K–12 Academic Curriculum & Pedagogy (literacy and reading science; numeracy; understanding how a subject‑area schedule functions in upper school; ability to evaluate curriculum quality and identify gaps; awareness of current options such as Abeka, Bob Jones, and classical alternatives)
• School Finance & Sustainability (budgeting in a small independent school; reading and interpreting a P&L; tuition and financial aid modeling including tiered income‑based aid; EITC and scholarship fund mechanics; payroll via Paylocity; enrollment‑revenue relationship and break‑even awareness)
• Pennsylvania Regulatory Environment (Pennsylvania Child Protection Law; Act 126/31 training and clearance requirements; FMLA; workers' compensation compliance; OCYS mandated reporting; Schuylkill Valley School District relationships)
• Christian Organizational Leadership (board governance and the HoS-Board partnership; staff handbook administration; faculty evaluation and Employee Performance Improvement Plan processes; Matthew 18 conflict resolution; TKA's mediation and binding arbitration framework; employment norms for a 502(c)(3) religious organization)

Compensation: Competitive salary + benefits

Send resume and cover letter to Edi Denton, edenton@arcadiaed.com. Apply online at https://www.careers-page.com/arcadia-education-school-jobs/job/RY7X774R