Governance & Risk
The duty of care and stewardship that comes with serving on the governing body of the school cannot be understated; it is of immense importance, when we consider the lives we are preparing. Yet members of the governing body need to be careful that they do not spend all their time in the fiduciary mode of governance, focusing exclusively on finances, integrity, compliance, risk, and legal liabilities. Boards need to get it right, of course, yet to hold the school ‘in trust’ for others necessitates that board members exercise the strategic and generative modes as well, ensuring a healthy and strong school for years to come. Our board development offerings below are designed to support and advance boards in their crucial work.
Strategy
Great strategy is critical to the success of schools, irrespective of location. We take the view that strategy is fundamentally about choice. As Roger Martin (Rotman School of Management) writes, “Strategy is not a long planning document; it is a set of interrelated and powerful choices that position the organisation to [succeed].” Choice can be difficult for schools, because it means that schools need to do some things at the expense of others. Schools, however, tend to exhibit a reluctance to make truly hard choices because they do not know how things may turn out. This, then, is our work: to help schools identify possible solutions to their challenges, construct and perform low-risk tests of hypotheses to help overcome those challenges, and make informed decisions that will lead to success.
Operations
In school operations, there is always at least one area that could be improved, and it is frequently related to meaningful change in the school. Sometimes that change occurs through a major initiative, while at other times, it occurs in a much less overt way: it happens slowly and gradually over time. In the latter case, a status quo approach to operations is often evidenced because of satisfaction with something being ‘good enough for right now.’ Operational excellence, however, requires a mindset of relentless pursuit of ‘the best’ rather than ‘good enough,’ even if ‘the best’ cannot be attained, combined with constant experimentation and learning, with appropriate controls. It is an item of organisational culture. Your organisational culture tends to manifest itself in your operations.
Safety & Security
A school must be a safe and secure environment for learning, or learning may not take place with regular, reliable success. We believe that an intelligent approach to safety and security will empower school governance and school management teams to be more informed, better prepared, and able to respond properly in the event of an emergency.
School Start-Ups
There is a real need and opportunity to open new schools, whether to increase parental choice, provide children with a better education, or prepare a more suitably qualified and skilled workforce for an increasingly mobile society. Yet, starting a school is no minor task. From establishing the educational and business case for the school, to identifying and engaging the appropriate stakeholder groups in order to secure their support, to laying the earliest foundations for operations and the initial intake of students, new schools have a long to-do list.
TEACHER DEVELOPMENT
Enhancing and advancing classroom practice.
LEADERSHIP DEVELOPMENT
Expanding capacity for all leaders.
RECRUITMENT & HR
Hiring talent to deliver organisational strategy.
GOVERNANCE & RISK
Helping you to achieve your objectives.
ADVISORY
Tackling complex challenges with expert insight.
GRANTS & AWARDS
Recognising impactful schools and individuals.
