Making Strong Education Management Accountable – The Kingsgate Way!

Location, Location, Location!
July 6, 2017
The Kingsgate Innovation Lab (I-lab)
July 21, 2017
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When research studies explore what the number one factor is for creating a quality school there are only ever 2 answers:

  • Teachers
  • Principal / Management

In fact these answers do not contradict each other and one is very much dependent on the other. Teachers are the key factor within the classroom, managing learning environments and student learning on a daily basis. On the other hand, if a Principal and management team do not support, lead and manage teachers well, even great teachers crumble and we can see high turn over, stress and inconsistent approaches to pedagogy. (Teaching and Learning)

So what does good leadership and governance look like in a school?

Quality international schools have very clear answers!

The Head of School must:

  • have appropriate qualifications and experience in education to be the final arbiter in curriculum matters (design, delivery and review)
  • appoint, allocate, appraise and dismiss academic staff
  • have power to manage the educational budget, once approved
  • not be subjected to Governing Body micro-management be able to contribute to Governing Body deliberations
  • maintain effective communication with the Governing Body delegate appropriately to colleagues, and maintain effective working relations with them

Will Ore

Head Of School

The Governing Body must:

  • appoint, appraise and make contract renewal or termination decisions on the Head of School
  • be so constituted that there is reasonable and informed debate on school issues, hence ensuring that those making final decisions receive good advice (debate must involve the Head of School)
  • not micro-manage (it should concentrate on broad strategy and policy, i.e. long-term issues)
  • have its modus operandi and major decisions in writing
  • actively monitor finances, to ensure that the school is secure and meeting targets within a business plan
  • be trained as an entity
  • operate effective processes for reviewing and improving its own performance

The Governing Body and the Head of School must:

  • ensure that the essential features of their respective roles are clearly written down
  • maintain a co-operative working relationship

Board effectiveness

The organization must be well managed; have a clear mission, policy and programme goals, under the leadership of an able board of directors.
The organization must have a positive profile in the community as a result of effective, well-managed programs.

Board Operations

The Board must meet regularly to address matters of policy, strategic direction, organizational performance and community impact.
The Board will monitor and review financial and other important information sufficiently in advance of the board meeting.

Strategic Planning

The Board upholds the organization’s mission, and will articulate a clear vision for its future and the values that will guide decisions and behavior. The Board will be integrally involved in setting strategic direction through strategic planning, organizational alignment and implementation.

Programme Effectiveness

All programmes and services will be aligned with the mission of the organization. Therefore, synergy from an integrated portfolio of programmes will provide clients with highly responsive services and result in cost savings for the organization and efficiencies in application of resources.

The organization will identify specific outputs and outcomes to measure programmatic success. These will include client satisfaction and outcomes, financial performance, operational efficiency, and organizational learning.

Programme outcomes will indicate that the programme models are effective.
Effective programme delivery processes will be in place that can be sustained, even with changes in organization leadership.
Programme designs aimed at expansion or replication in other localities will have clear systems in place (or in development) to support the process while sustaining the core programme.

When warranted, the organization will seek opportunities to collaborate with other organizations to ensure that client needs are met in ways that are sustainable for the organizations involved.

Funding Base

The organization will have an appropriately diversified funding base, and sufficient funding and financing to support its programmes and organization.
The organization will be fully compliant with all government laws regarding registration as a school and the use of funds and resources.

Karen Downs

Deputy Head Of School

Financial Oversight

All revenue and expenses will be monitored diligently and recommendations and adjustments made as required.

Resources will be allocated appropriately:
1.) To programmes that achieve the mission of the school
2.) To enable proficient oversight by management

Accurate and timely financial reports will enable management and the board to track the use of the funds.

The school can demonstrate the indicators of good, overall financial health by:
1.) Covering current liabilities with current cash and receivables
2.) Increasing total revenues and/or decreasing total expenses
3.) Increasing total net assets each year

Constituent Voice

The composition of the school’s Board, staff and clients reflects the interests, needs and concerns of the constituency it serves and the community in which it operates. The composition also reflects the distinct needs of the organization at its particular stage of development.

External Relations

The school and its programmes are publicly recognized for their quality and effectiveness.
The school is involved in strategic alliances that enhance the quality and/or quantity of services provided to the community, while remaining true to its mission. All stakeholders view the alliances positively.
The Board is engaged in activities that enhance its understanding of the context in which the school operates and that raise community awareness of the organization and its work.
The school has established and maintains relationships with local media, elected officials, community leaders, and public and private sector organizations with whom it cooperates, and partners, as appropriate.

Organizational Evaluation

The school has identified meaningful goals, metrics and tools to measure and evaluate its overall effectiveness.
School performance is reviewed against established benchmarks annually.

Organizational Effectiveness

Make sure there is a communication plan in place to ensure that the business office is connected to the school vision, mission and academic operations.

CEO and Education Expert Greg Parry
Global Services in Education