In view of the case provided, the following observations, suggestions and prospective solutions are put forth which outline the path that the new head of the institution should take towards reforming the current scenario and restoring the college to its former glory.
Tasks at hand (What needs to be done)
Firstly, there has to be an attempt to instil the emotional element that was once associated with the school by rebranding it to the public. Keeping in mind that it began as a boys only school and changed to co-ed, a huge element of emotion associated with the earlier legacy was lost. The first task is to rebrand the school as a leading co-ed school with its own vision, mission and values that are up to date with current times.
Secondly, the target audience in previous decades i.e. diplomats and politicians might not longer be the right choice anymore. The school needs to diversify its student base and win the trust of all strata of the community.
Thirdly, much damage being cased by a shift of focus to extra curricular activities, the school needs to emphasise academic excellence and make it their area of concentration.
Fourthly, the gap created by the separation of campuses has to be somehow overcome, either physically or through other modes of engagement.
Fifthly, active discourse needs to be initiated on issues faced by the school and a general zeal to reform and revolutionise the school needs to be made common.
Sixthly, steps need to be taken to improve the shrinking student population by encouraging enrolments and discouraging transfers.
Finally, the work culture needs to be thoroughly overhauled.
Strategy (How to implement changes)
In order to revamp the school structure and rebrand it, the 1996 vision, mission and values need to be updated as per current needs. Also, it is impossible to fulfil some of the visions such as reaching the unique potential of each student while being understaffed. Therefore, vacancies need to be filled come what may in order to improve reputation.
Further, outdated instruction hampers appropriately equipping students to face challenges, another part of the vision, therefore, student centric instruction methods and technology need to be introduced.
The lack of funds needs to be overcome to facilitate p teacher training and enhance professional development. Also, the staff needs to be penalised for a failure to utilise technology and resources.
Of dire need is to hold an academic review immediately and to limit co-curricular activities until the situation improves. Athletics also needs to be strengthened in order to help the institution regain its prestige.
Also, a crucial part of the strategy would be to reform the work culture which is currently a union environmental where bargaining takes place for hikes. A new team spirit needs to be instilled where everyone works for the betterment of the institution.
Priorities and Road Map
The biggest priority would be to address the deficit position the school faces since three years. Firstly, all pay raises should be stopped temporarily and pay should be deduced for lack of performance. Further, fee discounts to be limited to 25%, offered only on the basis of financial need to 10 students a year. Apart from that, accept government sponsored scholarship students for merit based scholarships.
Also, all Extra spending on celebration must be stopped immediately and the school must hold rigorous funding campaigns focused on distinguished alumni.
In order to improve the enrolment in KG-4 classes, fees needs to be reduced and the strength of Grade 10 class can be improved by bringing in government sponsored students. This can be done once the school is in a better position to strike such a partnership with the State Department of Education.
Communicating problems & strategic solutions (What messages to send out and to whom)
Firstly, the problems the school is facing need to acknowledged by staff especially senior management (Educational Leadership) and Organisational members unwilling to accept problems and work on them should be taken to task.
The Director of advancement who is thinking of retiring should be sent a clear message of either showing good results in coming months or taking retirement so that the position is filled by a more deserving candidate.
Based on the senior management teams track record of 5 years, they need to be warned about the consequences if no improvement takes place and their performance remains dissatisfactory.
What to do tomorrow
Call a meeting with the top management (Klein, 2015) and make the following announcements: The school shall hold the 3% increase in salary until the financial situation returns to normal. As a response to Tom Agent, Director of Finance, the school shall introduce progressive a fee structure (Alfie Kohn, 1999) and the Mr Derik Hall and Joan Town should make a note of the decrease in Kg-4 fee to 15 K, as a move to attract more students. Also Lesley Luitjens shall work towards ensuring collaboration with the education department in order to secure candidates sponsored by the government for Grade 10, thus improving enrolment (Educational Leadership, 2016). Scholarships shall be limited to 25% based on need and offered only to 10 students annually. The school shall work on rebranding and reforming its academic structure and work culture. The top management shall also take note of the fact that in view of their lack of improvement in the past 5 years, their performance in coming months will be closely monitored and will determine whether they retain their positions in the future.
As a step towards stabilizing the school, academics shall be the main focus and co curricular activities shall be limited and it is the duty of the principals concerned to implement the same (Educational Leadership).
Works Cited
Klein, R. (2015) How Struggling Schools Can Make Dramatic Improvements In Just A Few Years. Retrieved April 18, 2016, from http://www.huffingtonpost.com/2015/04/06/tips-improve-schools_n_6989400.htmlKlein, R.
Virginia Department of Education (2002), Model School Crisis Management Plan.
Educational Leadership, How do Principals really improve Schools, Apr 13, Vol 7. Accessed on April 18, 2016 from http://www.ascd.org/publications/educational-leadership/apr13/vol70/num07/How-Do-Principals-Really-Improve-Schools%C2%A2.aspx
Alfie Kohn (1999) The Schools Our Children Deserve, Houghton Mifflin, Boston.
