FLIPPING BOOK CHRONICLE 2024

facilities the boys have, be it at the High-Performance Centre, the padel courts or in the swimming pools. There is work to be done, but much has been achieved. We have a constant eye on transformation and diversity, and the boys annually select themes as focal points for their initiatives. Service at our 16 footprint schools is a requirement for all boys, and Houses have now adopted various schools, consulted with them to ascertain their needs and then implemented a structured programme for each school. Individual boys have, additionally, taken on projects such as the painting of school classrooms over the holidays, sometimes under auspices of a Rector’s Leadership Portfolio. At the conclusion of such a project, I write a testimonial relating to the boy and his work, and this is often much more significant in his applications for the future than having been a prefect. It is important that we build on the good traditions of the past. The scaling of Inhlosane presents one such opportunity and the C-A Block boys have recently had a chance to engage with this challenge, whilst E Block boys will do so alongside their Good afternoon. Welcome, Old Boys who have made the trip to be here in person, and to those who have taken the time to join us online from across South Africa and around the world. I would like particularly to welcome Gary Ralfe (West, 1961). Former Senior Prefect, former chairman of the Board of Governors, former chairman of the trusts, and now the author of the most complete history of our school, , which he will officially launch on conclusion of the formalities of this AGM. To my report. I am delighted to stand before you – unusually on a Thursday afternoon – to report that in my estimation, our club is in particularly good shape. Possibly in the best shape it has been in its 120-year history. I attribute this to a number of factors. First, to putting Old Boys at the centre of everything we do. We call it the “friend-raiser approach”. When we engage with an Old Boy we aspire to make that engagement in the Old Boy’s best interests. This mindset has started to return that most generous of behaviours: trust. Second, having a deliberate vision has been our cornerstone. The club-for-life vision, which was launched in 2021, has focused on creating a club that is useful and meaningful in the lives of Old Boys. We are driven by creating the conditions to “ask for help, offer help, share knowledge, share memories, and do good business” – from regular events around the world (there are more than 50 this year alone), to the mentoring programme connecting young Old Boy mentors with A Block boys, to the jobs board, to the company directory. The club-for-life vision has embedded itself in our lexicon and is now starting to bear fruit. This gives me confidence that the best is still to come. Third, prioritising good management and accountability at club and branch level is structuring us for growth. To meaningfully G

cops as part of the E Block Outdoor Education programme at the end of the year. There is a search on at present for a Rector who will replace me in 2026, when I retire at the end of next year, and no stone is being left unturned to ensure that the right person is brought in and that there is a sufficient handover period so that the transition is as seamless as possible. We are also looking, at Board level, at the creation of a plan which will guide Michaelhouse towards our 150th anniversary in 2046. This all-embracing roadmap for the future is still being worked on and should be published before the end of this year. In conclusion, may I return to where I began. Michaelhouse is a full school where the vast majority of boys absorb and enact the characteristics of significant men; they are spiritual beings and men of compassion, courage and humility who aim to serve humankind, and will, we trust, make a significant difference to this country and to the world. make a step change, we needed to evolve operational management by creating a chief of staff role to deliver on the vision. We made a start on improving our operational and financial management by developing policies and procedures so that knowledge stays in the club and not just in any one person’s head. How we do our business is now amongst the best of any school alumni organisation anywhere. We also take time to share our knowledge with other schools. Particular thanks must go to Jacques Elhers, the club treasurer, for fundamentally improving – almost singlehandedly – the financial management of the club. He does this on a pro bono basis and his efforts are worthy of our collective thanks in the minutes. The chief-of-staff role has come about as the role of club secretary evolved into the position of Director of the Old Boys’ Club. Murray Witherspoon has fulfilled this role part-time since 2021 in an interim capacity while his primary focus remained the important business of admissions and marketing for the school. We are now delighted to welcome Ron Rutland as our first full-time director. Ron underwent a rigorous selection process. He started in March and his impact is already being felt. Ron officially takes the reins from Murray following Old Boys’ Day on Saturday. Murray will then become the associate director, so we are able to continue to benefit from his star quality and fortnightly Roll Call videos, which are proving such a hit. Fourth, the rise of the young Old Boy is another notable success factor. The club in 2024 has needed acute understanding of engagement technology as well as a lot more handle-cranking to get things done. Since 2021, more and more young Old Boys have answered the call to be part of realising the club-for-life vision. Currently a significant percentage of our 20 branches and affiliates around the world are led by volunteer Old Boys who

ADDRESS BY MR SEAN LUMLEY, PRESIDENT OF THE OLD BOYS’ CLUB

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