Preamble
A decision is made to solve problems, but only a structured decision taken on a sound and valid basis leads to a feasible solution.
How do we know that the decisions we take are structured?
How do we know that the basis of our decisions are sound and valid?
Are they based on facts, or mere view, belief or rumour?
How can our maximum decisions lead to proper solutions?
We at LEAP quality-education-practices believe that this can be done with the help of our Decision Matrix, which allows decision makers to structure and then solve their problem by -
Specifying and prioritizing their needs with a list a criteria; then
Evaluating, rating, and comparing the different solutions; and
Selecting the best matching solution, while
Keeping in mind that the impact of the decision decides the level at which it can be taken.
Introduction
Roles and Responsibilities of any sub-group/individual authority under any Organisation is a dynamic activity which though must to be guided by set of firm rules.
In case of a School, it is all the more relevant that the following factors should be made relevant –
- Nature of the parent organization = Founders and key Trustees
- Types/Kind of people involved in the parent organization / Sub-group = Founders/Trustees/Local Management Committee led by the President
- Ability of people likely to available to be the Leadership = School Principal, Vice Principal, Bursar etc
Accordingly and as a matter of convenience of understanding to the varying diaspora in all of the above, this is a precise action oriented Decision Making Matrix instead of a generic and theoretical Roles and Responsibility.
It is our experience that this Program leads to more clarity and less confusion.
The Decision Matrix
Decision-making options have been categorized as follows:
- Level 1 decisions - made by the Head of Deptt / designated authority
- Level 2 decisions - made by the Principal/ Vice Principal
- Level 3 decisions - made by the Board of Governors
The definition of Level(s) is indicative only; a School may decide its own Level(s).
As far as possible, all decisions will involve input from all those whom the decision would impact.
Generally, decisions should be made at Level 1 only where the matter is routine, the procedure is pre-decided and the School is not being committed to any position beyond the stated.
When the procedure is affected and/or the School is to be committed beyond the stated position that decision should minimally go to Level 2.
Any decisions other than above and specifically those related to policy should be made at Level 3.
Framework
This Decision Matrix system is based on a framework of 80 (eighty) decisions organized into 11 (eleven) broad areas viz.,
Sr
|
Broad Area
|
Decisions
|
1.
|
Organisation
|
4
|
2.
|
Curriculum and Instruction
|
18
|
3.
|
Assessment and Grading
|
5
|
4.
|
Staff Affairs
|
11
|
5.
|
Admissions
|
5
|
6.
|
Student Affairs and Services
|
9
|
7.
|
Parent/Alumni/Community Relations
|
5
|
8.
|
Facilities Management and Administration
|
6
|
9.
|
Finance, Accounts and Commercial
|
6
|
10.
|
Fund Raising
|
4
|
11.
|
Quality Assurance Decisions
|
7
|
Total
|
11
|
80
|
The list of suggested is open-ended; to be filled in as the concept is understood and practices and vice-versa; however, till such time as any change herein is approved by the Board, this Matrix shall be mandatory and binding to all.
Method
When more than one level is starred, a recommendation be made at any lower level(s) indicated and that the final decision be made at the highest level indicated.
Understanding
Irrespective of the decision making matrix, any higher level shall be at full liberty of being aware of any lower level decision either as a matter of routine or on a case to case basis as desired by the higher level.
Lets Get Effective - Practice
You may find it interesting to engage with the situations listed below and arrive at your own Decision Making Matrix.
Please feel free to select and define your own Level(s) of decision making as per the situation in your School.
SN
|
Decision
|
Level 1
|
Level 2
|
Level 3
|
1
|
Organizational Decisions
|
O1
|
Roles and responsibilities
|
|
|
|
***
|
***********
|
|
|
|
O4
|
Creation of new positions
|
|
|
|
2
|
Curriculum and Instruction Decisions
|
C1
|
Timetable of classes
|
|
|
|
C2
|
Substitution to be allotted
|
|
|
|
C3
|
Accepting students’ demand to not study in a particular period on a particular day
|
|
|
|
C4
|
Holding extra class for weak students during games period in the month preceding the exam
|
|
|
|
***
|
***********
|
|
|
|
C17
|
Introducing a new series of books for a class
|
|
|
|
C18
|
Selecting appropriate teaching methods for all subjects
|
|
|
|
3
|
Assessment and Grading Decisions
|
A1
|
Internal Exam timetables
|
|
|
|
***
|
**********
|
|
|
|
A5
|
Deciding the subject-wise and class-wise criterion for assessment and grading
|
|
|
|
4
|
Staff Affairs Decisions
|
S1
|
Appointment of new staff
|
|
|
|
S2
|
Issue of Appointment Letter to Staff
|
|
|
|
***
|
**************
|
|
|
|
S10
|
Selecting Staff for PD Workshops
|
|
|
|
S11
|
Staff appraisal
|
|
|
|
|
|
|
|
|
5
|
Admissions Decisions
|
AD1
|
Admissions plan and timeline
|
|
|
|
***
|
******************
|
|
|
|
AD5
|
Issue of Admission Letter
|
|
|
|
6
|
Student Affairs and Services Decisions
|
ST1
|
Selecting Students for Inter-House Competition
|
|
|
|
ST2
|
Participating in an out-of-the city Inter-School Competition
|
|
|
|
ST3
|
Identification of students for learning support
|
|
|
|
***
|
**************************
|
|
|
|
ST7
|
Discipline Issues - routine
|
|
|
|
ST8
|
Suspension / Expulsion
|
|
|
|
ST9
|
Calling students of Class XII to school on a holiday to complete the syllabus
|
|
|
|
7
|
Parent/Alumni/Community Relations Decisions
|
P1
|
Parent teacher meetings - frequency
|
|
|
|
**
|
********************
|
|
|
|
P5
|
Alumni relations
|
|
|
|
8
|
Facilities Management and Administration Decisions
|
F1
|
Addition of 3 Classrooms
|
|
|
|
***
|
***********************
|
|
|
|
F4
|
Provision of Mobile Phones to Staff
|
|
|
|
F5
|
Recovery of usage of School Transport from Staff
|
|
|
|
F6
|
Change in Dining Hall Management from In- House to Outsourcing
|
|
|
|
|
|
|
|
|
9
|
Finance, Accounts and Commercial Decisions
|
FI1
|
Setting up and approval of Library Budget
|
|
|
|
Fl2
|
Setting and approval of total budget – both Capital and Revenue
|
|
|
|
FI3
|
Approving expenditures within approved budget
|
|
|
|
***
|
*********************
|
|
|
|
Fl6
|
Finalisation and audit of accounts
|
|
|
|
10
|
Fund Raising
|
Fr1
|
Planning and Policy
|
|
|
|
***
|
*****************************
|
|
|
|
Fr4
|
Organisation of Fund-raising events
|
|
|
|
11
|
Quality Assurance Decisions
|
Q1
|
Holding or Not-holding the Founder’s Day in a particular year
|
|
|
|
***
|
**************************
|
|
|
|
Q7
|
Strategic Future / Development Plan
|
|
|
|
|
|
|
|
|
|
|
|
|
|