Scotch Reports Issue 165 (April 2016)

Council Update
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One of the most rewarding experiences
we get as members of the Council of
Governors at Scotch, is the collegiality we
enjoy with each other and members of the
Senior Leadership Team (SLT). We take
our governance role very seriously, and
understand that while we may also wear the
hat of parent, Old Collegian or supporter, in
our role on the Council we are focused on the
overall success of the College.
Being involved in a healthy organisation
is always far more enjoyable than any of
the alternatives. We have many reasons to
be encouraged: Scotch has a strong and
admirable culture, the enrolments and interest
in enrolments continues to be strong, there
is healthy debate, we have motivated and
engaged staff, led by a consultative and
industrious senior leadership team and we
have highly engaged parents, Old Collegians
and supporters. And yet, we as a Council,
continue to set the bar higher and challenge
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the school to systemise its success and make
it sustainable.
Dr. John Newton, his Senior Leadership
team, and the entire staff deserve to be
commended for all they have done to
make our College the standard by which
independent education is measured. The
Council are delighted that the Principal
and members of the SLT have invested in
building their leadership experience and
management expertise in the broader world
beyond education. While we must never lose
sight of our identity as a school, we have the
opportunity to build our management and
governance capacity to be a model for any
well run organisation.
We have spent considerable time reviewing
the actual governance practices of the
Council. The independent schooling sector
is diverse and sees many and varied
organisational and governing arrangements.
Today, governing bodies of independent
schools have a challenge in
understanding and governing
in a complex regulatory and
economically competitive
environment that is technical and
multilayered. The organisational
risk - which we try very hard to
mitigate - is that this regulatory
burden distracts from our key
role to look boldly to the future;
set strategy and manage strategic
risk. The future and health of the
independent schooling sector is
dependent on the stewardship of
its governing bodies and we are
very mindful that the diverse skills
and experiences of the governors
are critical to the growth, health
and innovative spirit of the school.
Some of the other work we
have embarked upon includes
reviewing the Constitution and
updating the statutes and bylaws