Institutional Schedules

Supporting the STRLDi Institutional Accountability Framework

Institutional Schedule A

The STRLDi Principle

STRLDi exists to build an enduring learning institute rather than simply to deliver professional services. Every appointment within the Institute therefore carries responsibilities that extend beyond the completion of assigned tasks. Individuals are expected to strengthen the Institute itself while simultaneously contributing to the organisations and communities it serves.

No one is employed simply to perform tasks. Every member contributes directly or indirectly to one or more of the six institutional responsibilities that together sustain STRLDi over generations.

Institutional Responsibility	Institutional Purpose
Generating New Knowledge	Expand the Institute’s body of research, methodologies, publications and intellectual property.
Building Institutional Capability	Strengthen systems, processes, programmes and future organisational capacity.
Developing Leaders	Prepare practitioners, faculty and future Institute leaders capable of advancing the mission.
Creating Strategic Partnerships	Build relationships that extend the Institute’s influence and create opportunities for service.
Strengthening Organisational Learning	Improve learning within client organisations and within STRLDi itself.
Generating Sustainable Revenue	Secure the financial resources necessary to sustain research, faculty development and institutional growth.

Every member therefore contributes to the long-term sustainability of STRLDi. Some contributions are direct through research, consulting or programme delivery, while others strengthen the systems that enable those activities to occur. Every role therefore possesses institutional significance irrespective of its operational function.

Institutional Schedule B

Current Institutional Capacity

STRLDi is presently in its Foundation Stage of institutional development. The Institute intentionally operates through a lean leadership structure in which individuals carry multiple responsibilities while institutional capability is progressively strengthened. The following appointments reflect the Institute’s present capacity rather than its ultimate organisational design.

Principal Faculty & Executive Steward

Current Appointment

Ms Sheila Damodaran

Primary Responsibilities

Executive Leadership
Research Leadership
Principal Consultant
Lead Faculty
Programme Design
Intellectual Property Development
Institutional Stewardship

Revenue Responsibility

The Principal Faculty is presently the Institute’s primary revenue generator and carries responsibility for securing major assignments that sustain institutional growth.

Expected areas of revenue generation include:

National consulting assignments
Research contracts
Executive and leadership programmes
International partnerships
Institutional advisory engagements

Foundation Stage Contribution

Approximately 60–70% of annual institutional revenue.

Programme Office & Institutional Learning

Current Appointment

Brunoh

Current Status

Programme Office Lead

Primary Responsibilities

Programme administration
Participant coordination
Programme logistics
Learning records
Quality assurance
Internal coordination
Participant communications

Revenue Responsibility

The Programme Office does not presently generate revenue independently. Its contribution lies in protecting programme quality, participant experience and institutional credibility, thereby encouraging repeat engagements and long-term client relationships.

Current Key Performance Measures

Programme quality
Participant experience
Programme efficiency
Delivery consistency
Administrative reliability

Teaching Assistants

Current Appointments

Bernice
Rea

Current Development Status

Teaching Assistants remain under structured faculty development. Independent programme leadership is not yet expected and progression will depend upon demonstrated competence rather than time served.

Estimated development period:

Approximately three years, subject to demonstrated capability.

Current Responsibilities

Classroom support
Small-group facilitation
Reflection sessions
Learning support
Practical coordination
Faculty assistance

Revenue Responsibility

Teaching Assistants contribute indirectly through strengthening programme quality and progressively expanding the Institute’s future teaching capacity.

Strategic Partnerships & Institutional Engagement

Current Team

Brunoh
Coach
Tema
Mabua

Primary Responsibilities

Relationship development
Stakeholder engagement
Institutional introductions
Partnership cultivation
Opportunity identification
Proposal support

Revenue Responsibility

This function represents the Institute’s principal business development capability.

Current success measures include:

Strategic meetings secured
Relationships established
Invitations received
Opportunities progressed
Consulting proposals generated

Foundation Stage Contribution

Expected to contribute approximately 20–30% of new opportunities entering the Institute’s revenue pipeline.

Digital Knowledge & Publications

Current Appointment

Monty

Primary Responsibilities

Website development
Digital publications
Social media
Knowledge dissemination
Learning resources
Online visibility

Revenue Responsibility

Digital Knowledge contributes indirectly through strengthening the Institute’s public profile and generating confidence in its work.

Current performance measures include:

Public visibility
Website growth
Resource development
Lead generation
Professional image

Institutional Schedule C

Capability Pathway

Leadership within STRLDi is earned through demonstrated scholarship, practice, teaching and stewardship. Progression does not occur because of seniority, popularity or organisational appointment. Each stage represents increased responsibility for strengthening the Institute.

Capability Stage	Primary Institutional Expectation
Participant	Learn the foundations of Systems Thinking and the Learning Organisation.
Practitioner	Apply learning within organisational and societal contexts.
Teaching Assistant	Support learning while developing teaching competence.
Associate Faculty	Deliver approved programme components independently.
Faculty	Lead programmes and contribute to curriculum development.
Senior Faculty	Lead research, mentor faculty and expand institutional knowledge.
Principal Faculty	Generate new knowledge, lead major assignments and develop institutional capability.
Institute Leader	Steward the Institute through continued excellence in research, teaching and practice while preparing future leaders.

Institute Leadership is never separated from scholarship. Every Institute Leader remains an active researcher, teacher and practitioner throughout their period of stewardship.

Institutional Schedule D

Revenue Accountability

Revenue generation is a shared institutional responsibility. Different roles contribute through different mechanisms, but every function strengthens the Institute’s long-term sustainability.

Institutional Function	Expected Foundation Stage Contribution
Principal Faculty & Executive Steward	65%
Strategic Partnerships & Institutional Engagement	25%
Digital Knowledge & Publications	5%
Programme Office & Delivery Excellence	5%

These proportions will evolve as faculty capacity expands and institutional systems mature.

Institutional Schedule E

Key Result Areas

Performance is measured by institutional contribution rather than activity alone. Every role carries measurable outcomes aligned with the Institute’s mission.