5. Organisational Infrastructure Organisational Infrastructure is a critical enabling function supporting the overall success of the School. “Infrastructure” includes the built environment, and capital and financial systems that provide for a sustainable future as well as the systems and practices that identify, recruit, train, sustain and nurture the teaching and operational support teams and support a culture of continous improvement. The King’s School has one of the largest operational support teams of any school in the world. It is important to continuously review our governance, finance and administration, property services, and our ICT services to ensure that the School meets best practice expectations. This is important to ensure that the School is able to prioritise resources towards its Teaching and Learning activities. This area is critical to the School functioning well. The King’s School is committed to continuous improvement. Underpinned by established beliefs and values, the School has an ongoing commitment to the development of a culture of continuous improvement which strives to improve outcomes and performance and which ensures that King’s is progressive, agile and ready for the future. The School works collaboratively with all members of our community, in order to employ process improvement methodologies and to apply innovative thinking to support sustainable change. The following strategic initiatives have been identified as significant for the School’s success over the coming decade and worthy of prioritisation in the 2022-2024 Triennium:
Governance Priorities: • Governance/Management reporting and dashboards. • Compliance. • D evelopment and adoption of a Risk Appetite Framework. People and Culture Priorities:
Finance and Administration Priorities: • Financial management – modelling, mapping the asset burden, modelling the School’s value creation and value flow.
Transport Priorities: • Transport Review (buses) and productivity improvements.
• E nhanced budget management processes and financial reporting systems.
• Staff recruitment and retention. • Talent Management. • P ersonal Growth Trajectories for Staff. Continuous Improvement Priorities: • M aintain a commitment to continuous improvement. • M aintain a commitment to productivity Improvement. Knowledge Services Priorities: • I CT, Libraries and Analytics Restructure and Development. • D evelopment of ICT infrastructure to accommodate cloud-based technologies and BYOD. Property Priorities: • M aster Planning by Precinct to better support the School’s strategy. • P roductivity Improvements for property and maintenance. • Sustainability Action Plan
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